RSP MANUAL 60-40, 70-30, 80-20 Competency-Based-emphasized EOPT PDF

An Employment Guide for the
Human Resource Management

Office and Human Resource Merit,
Promotion, Selection Board
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This Recruitment, Selection and Placement Manual is for the use of the Caraga Regional Hospital (CRH),
Surigao City. No portion of this Manual may be reproduced in any form for distribution or sale without the
written approval of the Medical Center Chief.
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Table of Contents
PAGE
Introduction…………..……………………………………………………………………………………..5
SEC A. COVERAGE…………..…………………………………………………………………………….5
SEC B. SUPPLEMENT TO MERIT AND PROMOTION PLAN……………………………..6
SEC C. AGENCY STAFFING PATTERN………….……………………….…………………………6
SEC D. EQUAL EMPLOYMENT OPPORTUNITY PRINCIPLE………………………………6
SEC E. RECRUITMENT PLAN

Talent Sourcing……………………………………………………………………………….6
Recruitment Strategies …………………………………………………………………..7
SEC F. SELECTION AND PLACEMENT PLAN
The Human Resource Merit, Promotion,
and Selection Board……………………………………………………………...……….7
Functions of the Human Resource Merit,
Promotion and Selection Board………………………………………………………9
Competency-Based Hiring and Screening of Applicants………………….10
1. Competency Based Publication of Vacant Positions……10
2. Qualification Standards and Document Evaluation……..11
3. Screening Evaluation Presentation to the HRMPSB…….14
4. HRMPSB Conduct of Pre-Screening…………………………….14
5. The Competency Based Assessment…………………………..15
6. HRMPSB Conduct of Actual Screening………………………..17
7. HRMPSB Conduct of Post Screening……………………………17
8. Submission of Results of Deliberation
to the Appointing Authority ……………………………………….18
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SEC G. MONITORING, REVIEW AND EVALUATION MECHANISMS OF THE RSP
PROCESSES
Monitoring and Review of the RSP…………………………………………………19
Evaluation Mechanisms………………………………………………………………… 20
SEC H COMMUNICATION PLAN……………………………………………………………………..20
ANNEXES
A. Essay Rubrics of Rating
B. Focus Group Discussion Rubrics of Rating
C. Oral Presentation Rubrics of Rating
D. Competency Assessment Rating Sheet
E. Simulation Rubrics Sample
F. Background Check/Investigation Definitions and Guidelines
G. Format for Competency Based Job Descriptions
H. Competency Framework and Table of Levels of Competency
I. New Hires/Appointees Induction And On-Boarding Program
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INTRODUCTION
Human Resource is the key necessity in running and maintaining an

organization. Without Human Resource, organizational development and
management will be difficult. One of the aims of Human Resource is to pursue
organizational excellence through recruiting the best fit for an organization’s goals.
This can be done by providing a professional and cost effective recruitment service
that is fair and supportive of good practice.
Today's rapidly changing service environment demands that organizations

be quick in responding to requirements for people. It is thus important to have a
well-defined recruitment policy and plan in place to effectively execute a process
that will provide the most competent talents for the vacant positions. Failure to do
so may mean selecting the wrong candidate or rejecting the right candidate,
mistakes that can be costly to the organization. This is where recruitment,
selection and placement processes, which are mainly handled by the human
resource department of any organization, come into relevance.
Recruitment is the process of attracting the most suitable people for a job
while Selection is the process of choosing the best person for the job. The two
terms govern the chain and sequence of activities pertaining to drawing job
seekers, screening them, interviewing them and selecting or appointing them. In
this scenario, getting recruitment right has never been more important. When
done well it leads to the selection of the candidate best suited to the role and the
needs of the agency.
Placement or Induction on the other hand refers to the process of

introducing the person to the job. The goals of this process are 1) to smoothen the
initial exposure of the newly hired to the organization and the scope of his work 2)
to create a good attitude from the employee towards the organization and 3) to
obtain output from the employee in the shortest time possible.
The three processes of Recruitment, Selection and Placement are the core
concerns discussed in this manual. This manual thus, talks about how Caraga
Regional Hospital recruits job seekers, selects the best candidates and places the
talents in their jobs.
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SECTION A. COVERAGE
Caraga Regional Hospital Recruitment, Selection and Placement Manual (RSP

Manual) shall cover all positions in the first and second levels in the agency.
SECTION B. SUPPLEMENT TO MERIT AND PROMOTION PLAN
The Caraga Regional Hospital RSP Manual shall be used to supplement the
existing Merit and Promotion Plan of the agency.
SECTION C. AGENCY STAFFING PATTERN
The agency staffing pattern is based on the latest approved Plantilla of

Positions of the agency.
SECTION D. EQUAL EMPLOYMENT OPPORTUNITY PRINCIPLE
The Caraga Regional Hospital is an employer-agency advocating for equal

opportunity for everyone and does not discriminate against employees or
applicants for employment on the basis of an individual’s race, colour, religion,
creed, sex, national origin, age, disability, marital status, or unlawfully discriminate
with any other status protected by applicable law. A qualified applicant with a
disability shall be subject to the same terms and condition of employment as with
a qualified able bodied person. The hospital also reserves 1% of the total vacancy
for qualified applicants with disability. All recruitment processes shall, in cases
where an applicant is disabled, be adjusted to the necessary arrangements to be
made when screening and interviewing someone with a disability.
SECTION E. RECRUITMENT PLAN
A. Talent Sourcing
Caraga Regional Hospital adopts various strategies to source out
talents/human resources.
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B. Recruitment Strategies
Among the strategies are as follows:

1. The existing Casual Employees in the agency.
2. The existing pool of Job Orders in the agency
The existing personnel who are hired under a Casual Plantilla or Job Order
basis have rendered services for a considerable period of time already. Thus, they
shall be considered during filling-up of permanent plantilla position items.
3. Applicants during Local Job Fairs.

4. Local Colleges/Universities Tie-up.
Caraga Regional Hospital shall take the opportunity to tie-up with local
Universities and Colleges in Surigao Del Norte and in Caraga Region for a possible
hiring of fresh graduates.
5. Walk-in Applicants
Caraga Regional Hospital shall establish an applicant pool among walk-in

applicants and those qualified external applicants who have applied for a vacancy
in the hospital but have not been appointed during the time of their application.
SECTION F. SELECTION AND PLACEMENT PLAN
A. The Human Resource Merit, Promotion and Selection Board
Caraga Regional Hospital shall have one Human Resource Merit, Promotion
and Selection Board for the first level and second level positions and one special
board for the medical field herein called as the Medical Human Resource Merit,
Promotion and Selection Board. The existing Civil Service Commission provisions
on the Composition and Functions of the Human Resource Merit, Promotion and
Selection Board (HRMPSB) are hereby copied and is adopted in full, to wit:
1. First and Second Level HRMPSB
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1.1 The members of the HRMPSB for the first level and second level positions
are as follows:
a. The Head of the agency or his appointed representative
b. The Department Head or the authorized representative or
alternate from the career service of the organizational
unit where the vacancy is
c. The Human Resource Management Officer or official or
employee directly responsible for personnel
management.
d. Two representative of the rank-in-file employees, one
from the first level and one from the second level, who
shall both be chosen by the duly accredited employee
association in the agency.
1.2 In case there is no accredited employee union in the agency, the

representatives shall be chosen at large by the employees through a general
assembly. The candidate who garnered the second highest votes shall
automatically be the alternate representative. Any other mode of selection
may be conducted for the purpose.
1.3 The First Level representative shall participate during the screening of
candidates for vacancies in the first level, and the second level
representative shall participate in the screening of candidates for vacancies
in the second level. Both rank and file representatives shall serve for a period
of two (2) years. For continuity of operation, the duly accredited employee
union may designate an alternate.
1.4 The Human Resource Management Office shall act as the secretariat for the
HRMPSB of first and second levels and the agency head shall ensure equal
opportunity for men and women to be represented in the HRMPSB for all
levels.
1.5 The alternate representatives shall attend in the absence of the principal
representatives.
1.6 The HRMPSB members including alternate representatives for the 1st and 2nd
level positions shall undergo orientation and workshop on the selection and
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promotion process, CSC policies on appointment and the Competency-
Based Recruitment and Selection Process Seminar –Workshops.
2. Medical HRMPSB
2.1 The members of the Medical HRMPSB are as follows:

a. The Head of the agency or his appointed representative
b. The Chief Medical Professional Staff
c. The Department Head or the authorized representative or
alternate from the career service of the medical
department where the vacancy is
d. The Human Resource Management Officer or official or
employee directly responsible for personnel
management.
2.2 Provisions for the First Level and Second Level HRMPSB that are applicable
for the Medical HRMPSB shall govern the recruitment and selection process
for physicians.
B. The Functions of the Human Resource Merit, Promotion and Selection Board
1. The HRMPSB shall evaluate applicants in accordance with the agency

Competency-Based Recruitment and Promotion Policies:
2. The HRMPSB shall apply the provisions of the Recruitment, Selection and
Placement Plan fairly and consistently. It shall ensure that the criteria
established for evaluation of applicants must suit the job requirements of
the position.
3. The HRMPSB shall likewise determine en banc the list of candidates from
which the appointing authority may choose/select. The HRMPSB shall see to
it that the qualifications of candidates assessed and indorsed to the
Appointing Authority for appointment are comparatively at par and that
they are the best qualified from among the rest of the candidates.
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4. The HRMPSB through the HR`M Office shall maintain records of deliberations
which shall be available for inspection and audit by the Internal Audit Service
of the agency and the Civil Service Commission.
5. To facilitate completion of the assessment process, the HRMPSB shall set

internal rules and agree on the regular schedule of its meetings.
6. To reiterate Section 94 of CSC MC 24, s. 2017, the HRMPSB shall maintain

fairness and impartiality in the assessment of candidates for appointment.
The HRMPSB may employ the assistance of external or independent
resource persons and may initiate innovative schemes in determining the
best and most qualified candidate.
7. The HRMPSB shall use various assessment tools and procedures and set
standards and criteria appropriate for the positions as stipulated in this RSP
Manual.
C. Competency-Based Hiring and Screening of Applicants
With the emergence of the new trends and strategies in hiring and
placement of human resource, Caraga Regional Hospital shall adopt a NEW
APPROACH in its Recruitment and Selection Process for it to judiciously select the
most qualified applicant for the position.
The following POLICIES shall guide the HUMAN RESOURCE MERIT,

PROMOTION AND SELECTION BOARD (HRMPSB):
1. Competency-Based Publication of Vacant Positions
1.1 Caraga Regional Hospital shall adopt the newly –prescribed format of
publication of vacant positions wherein both the Qualification Standards and
Job Competencies requirements for the positions are now reflected. In this
way, applicants will be apprised that they will be assessed not only on the
matter of Education, Experience, Training and Eligibility requirements but as
well as on the Job Competency Proficiency Levels required for the position.
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1.2 Other information such as:
1. Position title, salary grade and salary of the position;
2. General description of the functions of the vacancy;
3. Item number and place of assignment;
4. When and where to submit; and
5. Deadline for submission of applications will be also reflected in the
publication form for further guidance of the applicants.
1.3 The Human Resource Merit, Promotion and Selection Board shall adopt its
customized screening criteria as well as rating tools using rubrics of rating
for each criterion.
2. Qualification Standards and Document Evaluation
2.1 The Human Resource Management Office – Human Resource Development

section shall conduct a Document Evaluation of all applications. The
document evaluation shall be in accordance to the Minimum Qualification
Standards (Education, Experience, Training, and Eligibility) posted in the Job
Vacancy. The Qualification Standard (QS) is shall be part of the assessment
of the HRMPSB and shall be rated at 40% for entry levels, 30% for simple
promotions and 20% for promotion to supervisory positions.
2.2 This QS evaluation will have a merit point system based on whatever is agreed
upon by the HRMPSB, but section 2.3 shall provide a sample guide for the
merit system.
2.3 Sample Merit Point System

I. Educational Attainment – Total of 20 points
A.1 Highest Educational Attainment – 12 points
Matrix:
Educational Requirement Higher Educational Attainment Point Score
(per QS) vertically aligned to position
applied for
Bachelor’s Degree Relevant Doctoral Degree earned 12
to the position applied for Doctoral Degree Candidate 10
Doctoral Degree units earned 8
Master’s Degree Earned 6
Master’s Degree Candidate 4
Master’s Degree units earned 2
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Higher Educational Attainment Point Score
not specifically vertically
aligned to position applied for
but may have bearing on
position
Doctoral Degree earned 11
Doctoral Degree Candidate 9
Doctoral Degree units earned 7
Master’s Degree Earned 5
Master’s Degree Candidate 3
Master’s Degree units earned 1
Educational Requirement Educational Attainment in Point Score
(per QS) Excess of Requirement
Minimal Educational Bachelor’s Degree Graduate 12
Requirement (those which BS Course units earned 10
do not require a Graduate 2 years course 8
completion of a 4 year 2 years course unit earned 6
course) Secondary Graduate 4
Secondary Level 2
Elementary Graduate 1
* Only 1 masters, doctorate or bachelor’s degree will be given corresponding points, in cases where the
applicant had finished several degrees. The one closest to the position applied for will be chosen.
Educational units that lead to the other degrees shall not be given additional points.
A.2 Awards Received – Total of 8 Points
Matrix:
Educational Requirement Higher Educational Attainment Point Score
(per QS) vertically aligned to position
applied for
Tertiary Level Summa Cum Laude 6
Magna Cum Laude 4
Cum Laude 2
With Honours or Recognition 1
Secondary Level Valedictorian, Salutatorian or 1
Honourable Mention
Primary Level Valedictorian, Salutatorian or 1
Honourable Mention
Educational Attainment (A.1 + A.2) or (12 + 8) = 20 points
II. Training and Study Grants – Total of 20 points
Matrix:
No of Hours Point Score
1 to 50 hours 4
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51 to 100 hours 8
101 to 150 hours 12
151 to 200 hours 16
201 to 250 hours and above 20
III. Relevant Experience – Total of 30 points
Matrix:
No. of Years Point Score
1-2 years 2
2-3 years 4
3-4 years 6
4-5 years 8
5-6 years 10
6-7 years 12
7-8 years 14
8-9 years 16
9-10 years 18
10-11 years 20
11-12 years 22
12-13 years 24
13-14 years 26
14-15 years 28
16 years and above 30
IV. Eligibility – Total of 10 points
Eligibility Point Score

Civil Service Executive Eligibility 10
Civil Service Professional 10
RA 1080 or equivalent CSC conducted 10
examinations
Honour Graduate Eligibility 10
Scientific and Technological Specialist 10
Civil Service Sub Professional 5
Electronic Data Processing Specialist 5
Baranggay Official Eligibility 5
Baranggay Health Worker Eligibility 5
Baranggay Nutrition Scholar Eligibility 5
Skills Eligibility 5
* Civil Service Commission Resolution No. 1101645 dated December dated Dec 29, 2011.
* Veteran Preference Rating Eligibility not included as this is only used to add to failed CSC
examinations on Professional, Sub Professional, Fire Officer and Penology Levels.
* Only one (1) eligibility is provided merit.
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V. Computation For Qualification Standards
QS Criteria:
Education A.1+A.2 = Total Rating

Training and Study Grants Rating
Relevant Experience Rating

Eligibility Rating
Sample QS Computation for entry positions:
([Education + Training +Experience + Eligibility] X 100 %) x 0.40

Total Score
2.4 The applicants shall present documentary proofs to show that they are
qualified for the position based on Education, Experience, Training and
Eligibility respectively.
2.5 Other information pertaining to civil service commission memorandum

circulars that are applicable in a recruitment process such as the three
salary grade limitation shall be observed in the conduct of the document
screening.
2.6 Those found to have found to have fallen short on any of the qualification on
education, experience, training and eligibility shall be DISQUALIFIED.
3. Screening Evaluation Presentation to the HRMPSB
3.1 The HRM Office shall present to the HRMPSB its findings. The HRMPSB
reviews the same. This is to prevent any undue and discriminatory
disqualifications of applicants that may occur if there is only one or two
persons who peruse the documents.
3.2 If after the HRMPSB Review, the same findings surface, the disqualified
applicants shall be informed in writing stating the reasons for the
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disqualification. The HRM Office shall prepare the letter and shall be signed
by the Human Resource Management Officer and by the Head of Agency.
3.3 Those found to have QUALIFIED during the Pre- Screening Document
Evaluation will be informed thru the fastest means available and they shall
proceed to the next level of assessment.
4. HRMPSB Conduct of Pre-Screening
4.1 The HRMPSB shall conduct a PRE-SCREENING MEETING and discuss the
following matters:
a. Determine as to what Methods shall be adopted.
b. Determine as to the Percentage each method shall be
allocated.
c. The questions to be propounded during the Behaviour-
Based Interviewing and who to assign?
d. The questions to be asked for the methods of
assessment chosen.
e. The schedules for each assessment method
f. The time limit /allotment per applicant
g. Other matters
4.2 The HRMPSB Secretariat shall facilitate the adoption of all matters agreed
through a HRMPSB Resolution.
4.3 The HRMPSB shall adopt the Competency Assessment Matrix in order to
determine as to what appropriate methods are they to adopt in assessing
the applicants as to their respective competency proficiency levels.
5. The Competency Based Assessment
5.1 The competency assessment will be rated at 60% for entry levels, 70% for
simple promotions, and 80% for promotion to supervisory positions.
5.2 The competency assessment shall be divided into two major parts, a Written
Exam and the Panel Screening process.
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5.3 The written exam will be 40% of the final competency score of the applicant.
It shall be composed of questions involving technical competencies about
the position being applied for and general questions involving verbal
comprehension, mathematical ability, analogy and statutory laws. The
questions will come from the contributions of the HRMPSB and the
contribution of the unit head where the certain vacancy exists. For safe
keeping, and to avoid leakage, the questions shall be compiled by a
designated officer, whom, the HRMPSB, believe to be of integrity and
accountability. The person authorize to compile the contributed questions
shall be held accountable in the confidentiality of the questions and
answers.
5.4 The Panel screening process shall be 60% of the competency score of the
applicant. Different methods such as but not limited to, Behavioural
Interview, Simulation or Role Playing and Focus Group Discussion shall be
incorporated in the Panel Screening.
5.5 The following Competency Assessment Matrix is an example of the scoring

matrix for the methods to be used in the assessment. The HRMPSB shall
have the freedom to apply some or all in their methodology.
The COMPETENCY ASSESSMENT MATRIX:

COMPETENCIES BEHAVIOR- ESSAY/ SIMULATION/ PRACTICAL TEST IN- FGD
REQUIRED FOR BASED WRITTEN ROLE PLAY/ (COMPUTER, BASKET
THE POSITION INTERVIEW TEST ORAL RECORDING, FILING,
PRESENTATION CLEANING, ETC.)
6. HRMPSB Conduct of Actual Screening
The HRMPSB shall follow the schedules as agreed during the Pre-Screening
Meeting.
6.1 In cases where Behaviour-Based Interviewing will be adopted by the

HRMPSB, the S.T.A.R. Approach will be implemented, where:
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a. S is Situation
The interviewer asks for examples of situations showing specific
competencies. What are usually asked are the specific situation, the people
the applicant was with, the time and place such situation had happened
b. T is Task
The interviewer asks for the specific tasks done during the said situation
c. A is Action
The interviewer asks in detail the applicant’s action when confronted with
the task. It is important to note that ownership of the action done is
evident when the applicant uses the “I statement” during the relaying of
information. “We statements” may indicate that the situation, task and
action being explained is not necessarily owned by the applicant.
d. R is Result
The interviewer asks what the actions produced, whether the actions done
yielded successful or unsuccessful results.
6.2 In cases where the assessment done is an essay examination, simulation,

practical and skills test, and in-basket, the HRMPSB shall design a Rubrics of
Rating to objectively guide them in rating the applicants. Hereto attached
in the annex are the Rubrics of Rating for HRMPSB’s usage.
7. HRMPSB Conduct of Post Screening
7.1 The HRM Office being the Secretariat shall tally and consolidate all the scores
for each applicant of the position under consideration.
7.2 The result of the consolidated ratings shall be presented during a Post
Screening Meeting among the HRMPSB Members wherein the latter has to
validate the data and scoring.
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7.3 Should the HRMPSB finds the same in order, they shall sign the
Comprehensive Evaluation Result and the Minutes of Meeting of all
HRMPSB Deliberations.
8. Submission of Results of Deliberation to the Appointing Authority
8.1 The HRM Office shall submit the Comprehensive Evaluation Result and the
Minutes of Meeting of all HRMPSB Deliberations to the Appointing
Authority for the latter’s perusal and consideration.
8.2 The top 5 ranking candidates shall be subject to Background Investigation and
Psychological Testing.
8.3 For the background investigation, a background investigator shall be assigned
to undergo the same.
8.4 A background investigation report shall be submitted directly to the

Appointing Authority by the Background Investigator assigned.
8.5 For the Psychological Testing, the HRM Office shall coordinate with a
Psychometrician for this purpose.
8.6 The results of the Psychological Test shall be submitted by the HRM Office to
the Appointing Authority.
8.7 The Appointing Authority shall select from among the top five (5) ranking
candidates/applicants.
8.8 The HRM Office shall facilitate the preparation of the appointment of the
applicant chosen by the appointing authority.
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SECTION G. MONITORING, REVIEW AND EVALUATION MECHANISMS
OF THE RSP PROCESSES
A. Monitoring and Review of the RSP
To be effective, the Caraga Regional Hospital Recruitment and Selection and

Placement Manual implementation will be monitored and evaluated so as to
ensure that:
a. The effectiveness of the plan is assessed by verifying the critical

process in every aspect of the recruitment and hiring processes;
b. Ensure that HRMPSB Policies and pertinent guidelines are followed;
c. Provide accurate percentage of accomplishment of the plan;
d. Assess the performance of the HRM Office which is in- charge of
the RSP Manual implementation.
The agency shall come up with monitoring and evaluation mechanisms so as to

assess the general progress of the RSP Manual implementation. The following
monitoring matrix shall apply:
MONITORING PLAN MATRIX

What do we want How will we Method? Who will When will data be Estimated
to monitor? know it? capture the captured? Cost
data?
1. The HRMPSB No. of HRMPSB Interview Internal End of every year of
Compliance to the Deliberations Auditors RSP Implementation
RSP Processes
2.The HRM Office No. of Document Internal End of every year of

Compliance to the Documentation Review Auditors RSP Implementation
RSP Standards in Reports
the Documentation Meetings HR Office
and Recruitment
Plan
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B. Evaluation Mechanisms
Caraga Regional Hospital adopts a multi-method approach in evaluating the

effectiveness of the Recruitment, Selection and Placement Manual. Among the
identified strategies are:
 Survey
 Focus group Discussion
 Interview
 Meetings
 Direct Observation
The Evaluation of the Implementation of the RSP shall be done at the end of
the last year of its implementation.
SECTION H. COMMUNICATION PLAN
A communication plan outlines how Caraga Regional Hospital disseminates

its Recruitment, Selection and Placement Manual. It identifies who to
communicate with, about what and how it is going to be done. The following
matrix shall apply
Communication Plan Matrix

What to Who to How to When to Person/s in-Charge
Communicate? Communicate Communicate Communicate?
with?
The Content of the - CRH Key Officials - Formal Launching April 2018- June HR Department
Recruitment, -Middle -General Assembly 2018 Head
Selection and Management -Office to Office -HR Staff
Placement Plan -Rank and File meetings - HR TWG
Employees
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Annex A
ESSAY WRITING RUBRICS OF RATING
NAME OF APPLICANT: _____________
Instruction: Please write the number of your choice under the SCORE column. 4 is the highest and 1 is
the lowest.
ESSAY WRITING RUBRICS OF RATING
SCORE CATEGORY 4 3 2 1
Organization The essay is The essay is The essay is Organization is
well organized organized well organized but the poor.
and the and sentences
sentences and transitions are transitions are
paragraphs present but vague
are not always
transitioned clear
well
Focus on topic The essay The essay has Main idea is Main idea and
focus on the a clear topic clear, but the supporting
topic and the and the main essay does not information is
main idea is idea is have supporting vague
well supported somewhat information
supported
Development Develops each Each point Sparse details or Statements are
point with supported evidence. unsupported by
specific with some Question only any detail.
details. details and partially Repetitive and
Answers evidence. All answered. illogical
questions important development.
completely points
included
Word choice The entire A few words Communication Writer uses a
essay uses are is sometimes limited
words inaccurate, unclear Vocabulary and
effectively and but most are communication
in the right used is unclear
place. effectively
Grammar, Sentences are The sentences There are several The sentences
Spelling and well are well errors is spelling are not well
Punctuation structured, structured but and grammar constructed and
and there are the essay there are
no errors have a few numerous
errors in grammar errors
grammar
__________________
HRMPSB MEMBER
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Annex B
FOCUS GROUP DISCUSSION RUBRICS OF RATING

the lowest.
Quality of Information Information Information Information has
Knowledge & clearly relates to clearly relates to clearly relates to little or nothing
Information the main topic main topic. It the main topics. to do with the
and adds new provides at least No details are on main topic or
concepts & one supporting examples are simply restate
information. It detail or example given. Provides the main
includes several occasionally documentation concept. It does
supporting provides when requested. not advance the
details and/or documentation discussion. Does
examples clearly relates to not provide
consistently main topic. documentation
establishes for sources.
source
documentation
for ideas.
Critical Thinking Enhances the Some critical Responds to Does not
critical thinking thinking and questions but respond to
process reflection is does not engage questions pose
consistently demonstrated in in premise by the other
through discussion by the reflection. members.
reflection on writer/responder
questioning of
self and others;
Collaboration Encourages and Responds to Limited No response to
facilitate other members. interaction or the discussion.
interaction Reflects on its responses to No interaction
among members own ideas/ other members with peers.
practices.
__________________
HRMPSB MEMBER
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Annex C
ORAL PRESENTATION RUBRICS OF RATING
the lowest.
CONTENT Shows a full Shows a good Shows a good Does not seem to
understanding of understanding of understanding of understand the
the topic. the topic. parts of the topic. topic very well.
VOLUME Volume is loud Volume is loud Volume is loud Volume often too
enough to be enough to be enough to be soft to be heard
heard by all heard by all heard by all by all audience
audience audience audience members.
members members at least members at least
throughout the 90% of the time. 80% of the time.
presentation.
POSTURE AND Stands up Stands up Sometimes Slouches
EYE CONTACT straight, looks straight and stands up and/or does
relaxed and establishes eye straight and not look at
confident. contact with establishes eye people during
Establishes eye everyone in the contact. the
contact with room during presentation.
everyone in the the
room during presentation.
the
presentation.
ENTHUSIASM Facial Facial Facial Very little use
expressions expressions expressions of facial
and body and body and body expressions or
language language language are body language.
generate a sometimes used to try to Did not
strong interest generate a generate generate much
and enthusiasm strong interest enthusiasm, interest in topic
about the topic and enthusiasm but seem being
in others. about the topic somewhat presented.
in others. faked.
STAYS ON TOPIC Stays on topic Stays on topic Stays on topic It was hard to
all (100%) of most (99-90%) some (89%- tell what the
the time. of the time. 75%) of the topic was.
time.
__________________
HRMPSB MEMBER
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Annex D
COMPETENCY ASSESSMENT
RATING SHEET
NAME OF APPLICANT:___________________
POSITION APPLIED FOR:___________________
RATING SCALE:
LEVELS DESCRIPTIONS
0 Limited knowledge and skills possessed in this behaviour
Did not Demonstrate the sample behaviour
1 Basic Knowledge and Skills Possessed in this behaviour

Demonstrates the sample behaviour occasionally
2 Working Knowledge and Skills Possessed in this behaviour

Demonstrates the sample behaviour frequently
3 Sufficient Knowledge and Skills Possessed in this behaviour

Demonstrates the sample behaviour always but not consistently.
4 Advanced Knowledge and Skills Possessed in this behaviour

Demonstrates the sample behaviour consistently.
NAME OF COMPETENCY: _____________________________________ Rating: ___________

BEHAVIORAL INDICATORS REQUIRED:
•
COMPETENCY- BASED QUESTIONS for

DEMONSTRATING SERVICE FOCUS AND EXCELLENCE
( Write your QUESTIONS below)
Situation
Task
Action
Result
Date: _______________
Name and Signature of the HRMPSB Member:
____________________________
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Annex E
SIMULATION RUBRICS SAMPLE
The Simulation will follow the following rubric and will be dependent on each
division/department/unit/section head in terms of the scoring and behavioral examples. The
following thus will only serve a guide.
Competency Expected Skill Examples Score

Quality Customer Presents oneself in a Greets customers ____/10
Focus positive, courteous Smiles at customers
and friendly manner
to customers and
interacts well with
them
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Annex F
BACKGROUND CHECK / INVESTIGATION DEFINITIONS AND GUIDELINES
I. DEFINITION:
 The process of authenticating the information supplied to a potential employer by a job applicant
in his or her resume, application, and interviews.
 A means of judging a job candidate's past mistakes, character, and fitness, and to identify
potential hiring risks for safety and security reasons.
 Must yield the maximum accurate and relevant information about the applicant. The very
purpose is to determine the truth. Only in truth can there be justice. Justice is giving every
applicant his / her due. Justice gives rewards to those deserving for a JOB or PROMOTION
 Are initiated and directed by duly authorized officials. The agency issues an office order / memo
to personnel assigned to undertake the activities. It is usually conducted by Human Resources
professionals, but occasionally, the supervisor of the position being filled assists, especially with
reference background checking.
II. IMPORTANCE:
“Never judge a book by its cover.” When it comes to selecting the best candidates to work for your business,
going deeper than just face value should be a routine practice.. Thus, Background checks can be a valuable tool
for selecting the right candidate fit every time. When used consistently, this simple step can eliminate many future
problems for the company.
III. BACKGROUND CHECK COVERAGE:
 Verification of education and academic credentials: The company will check with the college or
university from which the applicant graduated to verify that he/she has the degree claimed .
 Verification of prior employment including position, longevity, salary, and job performance,
sometimes tracing back ten years or to the three prior positions. This is either done through a
phone call to your former company's HR department
 Discussions with business, professional, and personal references and verification of letters of
recommendation. The other half of the reference check is speaking with the former bosses and
(sometimes) co-workers.
 Drug screens and occasionally, physical exams: Some jobs require drug screens and others
require that the employee passes a physical exam. The need for physical exams should link
directly to the nature and contents of the job. In most jobs, a physical should not be required.
 Criminal background check
 Testing to confirm skills and knowledge. Depending on the job, some employers require testing
to confirm skills.
 Credit checks especially for accounting and finance professionals, It is responsible practice to
request consent to perform a credit check when the job profile requires handling money
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IV. HOW BACKGROUND CHECK IS INITIATED
 Secure all documents submitted to the HR / Personnel and start by reviewing the resume, cover
letter and references provided in the candidate’s job application.
 Familiarize self with the above documents.
 Examine the resume carefully in search of any inconsistencies. This may include irrelevant
positions or large gaps of missing time like gaps between employment
 Consider asking those references for further references. Try to be sure that you speak to direct
supervisors as well as colleagues. Taking the reference checks one step further will help you to
ensure that you are getting a well-rounded perspective of this potential future employee.
V. PREPARATION OF THE BI PLAN
The BI Plan should answer the questions:
 WHO – identify people who are possible sources of information and other documents
 WHAT – determine documents and information to be gathered based on the applicant’s
accomplishments and personal circumstances
 WHERE – state in the BI plan the locations of the needed documents, witnesses and informants
 WHEN – observe proper timing to ensure a successful background investigation
 HOW – state the methods and techniques to be utilized in gathering documents and information
during the investigation
VI. WRITING THE REPORT
 Prepare the report within three days after the conduct of the BI
 Report all information on the applicant
 Be guided by the matrix of information on the applicant
 Present additional information gathered in the course of validation /background investigation
 Organize data.
 Use specific and exact words in reporting impressions / perceptions gathered on the character
of the applicant
 Support your findings with all available data.
 Records gathered through BI are supportive references only and should not be considered as
direct evidence in condemning or humiliating the applicant.
 Avoid writing down personal opinions / impressions
VII. PERSONALITY TRAITS OF A GOOD VALIDATOR / INVESTIGATOR
 Alert
 Believable
 Calm
 Uses common sense
 Dependable
 Determined
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 Has good memory
 Honest
 Impartial
 Level-headed
 Observant
 Patient
VIII. DOs and DON’Ts in CONDUCTING BACKGROUND CHECKS
 Do be consistent. Ensure that the process for all applicants is consistent. Two applicants applying
for the same job should have the same searches and investigations run on them. Different job
types may require different levels of investigation, but for the same job title, make sure you keep
your process uniform to avoid charges of discrimination
 Don’t fail to communicate. If and when you find something on a background check that may
impact the decision to hire an applicant, you should — at a minimum — engage in a conversation
with the applicant. So many misconceptions, mistakes, and reporting errors can be resolved by
conducting that face-to-face communication.
 Do locate patterns. Positive and negative patterns are the best way to evaluate your applicant.
A single good act or bad act should not be the defining measure of a person or of their job ability.
Considering consistent patterns of behavior is a defensible way for employers to make hiring
decisions.
 Don’t seek out only the negative. Background checks are inherently viewed as a way to pinpoint
negative information. Use a background check to also locate positives that will help you choose
between two well-qualified candidates.
BACKGROUND INVESTIGATION PLAN

Name of Applicant:__________________
Position applied for :_______________________
Period of Investigation:____________________
Investigator/Validator_____________________
PERSONAL AREAS TO BE DOCUMENTS PERSONS TO PLACES TO TIME/PERIOD

BACKGROUND VALIDATED PRESENTED IF INTERVIEW VISIT
ANY
Personal
Status
Family
Background,
Good Moral
Character,
Community
Involvement
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PREVIOUS AREAS TO BE DOCUMENTS PERSONS TO PLACES TO TIME/PERIOD
EMPLOYMENT VALIDATED PRESENTED INTERVIEW VISIT
IF ANY
Attendance
Performance
Ratings
Interpersonal
Relations
Validator/Investigator: _______________________
Approved by: _____________________________
HRMO
BACKGROUND INVESTIGATION REPORT MATRIX
Name of Applicant:__________________
Position applied for :_______________________
Period of Investigation:____________________
Investigator/Validator_____________________
PERSONAL BACKGROUND DOCUMENTS FINDINGS/ PERSON/S COMMENTS

PRESENTED/ VALIDATION INTERVIEWED GATHERED
GATHERED
Personal Status,
Family Background
Good Moral Character
Community Involvement
PREVIOUS EMPLOYMENT
Attendance Record
Performance Ratings,
Interpersonal / Working
Relations
Submitted by:
___________________
Background Investigator
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Annex G
UPDATED COMPETENCY-BASED JOB DESCRIPTIONS
Caraga Regional Hospital adopts a competency-based Job Descriptions

Forms. The format of which is shown below:
1. POSITION TITLE (as authorized by DBM)
Republic of the Philippines
JOB DESCRIPTION FORM
BC-CSC Form No. 1
(CSC revised version No. 1 as of April 2012)
2. ITEM NUMBER 3. SALARY GRADE
4. FOR LOCAL GOVERNMENT POSITION, ENUMERATE GOVERNMENTAL UNIT AND CLASS
Province 1st Class 5th Class

City 2nd Class 6th Class
Municipality 3rd Class Special
4th Class
5. DEPARTMENT, CORPORATION OR AGENCY/ 6. BUREAU OR OFFICE

LOCAL GOVERNMENT
7. DEPARTMENT / BRANCH / DIVISION 8. WORKSTATION / PLACE OF WORK
9. PRES. APPROP ACT 10. PREV. APPROP ACT 11. SALARY AUTHORIZED 12. OTHER COMPENSATION
13. POSITION TITLE OF IMMEDIATE SUPERVISOR 14. POSITION TITLE OF NEXT HIGHER SUPERVISOR
15. POSITION TITLE, AND ITEM OF THOSE DIRECTLY SUPERVISED

(if more than seven (7) list only by their item numbers and titles)
POSITION TITLE ITEM NUMBER
16. MACHINE, EQUIPMENT, TOOLS, ETC., USED REGULARLY IN PERFORMANCE OF WORK
17. CONTACTS / CLIENTS / STAKEHOLDERS

17a. Internal Occasional Frequent 17b. External Occasional Frequent
Executive / Managerial General Public
Supervisors Other Agencies
Non-Supervisors Others (Please Specify):
Staff * Students
* Congress
* Media
18. WORKING CONDITION
Office Work Other/s (Please Specify)
Field Work
19. BRIEF DESCRIPTION OF THE GENERAL FUNCTION OF THE UNIT OR SECTION

.
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20. BRIEF DESCRIPTION OF THE GENERAL FUNCTION OF THE POSITION (Job Summary)
21. QUALIFICATION STANDARDS

21a. Education 21b. Experience 21c. Training 21d. Eligibility
21e. Core Competencies Competency Level
(Indicate the required

(Indicate the required Core Competencies here)
Competency Level here)
21f. Organizational Competencies

(Indicate the required Organizational Competencies here)
21g. Leadership Competencies Competency Level

(Indicate the required Leadership Competencies here)
22. STATEMENT OF DUTIES AND RESPONSIBILITIES (Technical Competencies) Competency Level

22a. Corporate Communication

22b. Performs other related tasks that may be assigned from time to time.
23. ACKNOWLEDGMENT AND ACCEPTANCE:
I have received a copy of this position description. It has been discussed with me and I have freely chosen to comply
with the performance and behavior/conduct expectations contained herein.
_________________________________________ _________________________________________
Employee's Name, Date and Signature Supervisor's Name, Date and Signature
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Annex H
COMPETENCY FRAMEWORK AND TABLE OF LEVELS
COMPETENCY CLUSTER AND DEFINITION

CORE Competencies that relate to the Organization’s values, mission and
strategy; common across all employees
ORGANIZATIONAL Competencies that focus on how an individual helps the organization

achieve its mission, common across employees
LEADERSHIP Competencies that focus on performance of leadership or supervisory

and managerial work processes
TECHNICAL Competencies that pertain to specific bodies of knowledge and skills

required to perform the defined activities for a function or job, expected
across all positions within a functional group but may differ in intensity
CORE COMPETENCIES:
1. Accountability The obligation of an employee to account for its activities, accept
responsibility for them and to disclose the results in a transparent manner
Basic Intermediate Advanced Superior
Behavioural Indicators Demonstrates sincerity Sets and achieves Takes accountability for Takes accountability for
and commitment to challenging goals and team performance achieving the
one’s duty monitors ones’ work especially in case of Department’s strategic
regularly. failure priorities
Follows the set of
procedures and rules in Works independently Reviews challenges and Accounts reports and
the performance of with limited direction in adjust performance explains the use of
one’s work carrying out routine levels to ensure quality resources to achieve
assigned tasks and outcome are delivered organizational or
Reports to work projects on time departmental
consistently on performance targets,
designated days and Accepts responsibility of Maintains effective goals and objectives
times ones’ work performance in difficult
and challenging Drives long term
circumstances and objectives of the
encourages others to do organization even I the
the same face of short term
difficulties
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2. Integrity Adherance to moral and ethical standards and honors ones’ commitments and
strives to uphold the government service ethics values
Behavioural Indicators Demonstrates a Maintains positive Keep confidential Applies a high set of
considerable degree of outlook in dealing with matters and admits ethical and moral
trust for others. others and in dealing mistakes without standards in fulfilling
with ethical dilemmas blaming others or the ones’ responsibilities
Treats people with circumstances.
respect and honesty Presents truthful Teaches others on how
information in an Shows as a credible to exemplify integrity in
Demonstrates appropriate and helpful source of information the workplace
adherence to RA 6713 manner. and a confidant of the
(Ethical Standards) and organization if Stays true to his or her
expects other to do the Understands and values necessary. values regardless of
same the importance of trust. challenging internal and
Keep ones’ confidence external pressures in
even when pressured to work.
compromise and takes
full responsibility for
actions.
3. Quality Ability to provide service excellence to internal and external customers by

Customer Focus identifying and responding to their current and future needs and ensures
customer satisfaction in all services
Behavioural Indicators Presents oneself in a Works to remove Delivers needed services Monitors and evaluates
positive, courteous and barriers that get in the to the customers which service delivery to ensure
friendly manner to way of giving customers exceeded their consistent quality service
customers and interacts high quality service. expectation excellence.
well with them
Understands issues Takes responsibility for Determines and
Acts promptly to ensure from customers’ correcting customer recommends strategic
that customer concerns perspective and makes service problems planning to meet
are attended to and adjustments to improve projected needs of
provides correct and service delivery. Puts in significant effort customers.
adequate information as for continuous
may be necessary. Updates customers to monitoring in delivering Seeks information about
follow up on services services to ensure underlying customer
Treats all customers with rendered to ensure that customer’s needs are needs and strategically
respect and in a their needs have been met and systematically
responsive manner. correctly and effectively evaluates new
met. opportunities to address
needs and develop
excellent customer
relationship.
4. Organizational Shows commitment to the organizational vision and strategic goal by acting in
Commitment accordance to organizational expectations
Behavioural Indicators Understands and Responds to Generates commitment Scans the internal and
supports the commitment and to the vision, mission external environment to
organizational vision, situations with solid and values of the identify the emerging
mission, and values understanding of the organization. trends, concerns and
vision, mission, values opportunities in order to
Recognizes how position and goals of the Communicates how the develop plans that will
tasks and responsibilities organization vision and established impact the long term
impact organizational goals of the organization strategy of the
goals and strategies Aligns with the current align with the objectives, organization.
and future needs of the projects and
Understands and organization by responsibilities of the
complies with the internal team or group.
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policies and procedures adapting priorities, tasks Develops and influences
that pertain to the and deadlines. Discusses the internal the organization future
position environment with senior plans and vision.
Clearly supports and leadership to influence
understand the current and future plans. Clearly communicates
importance of the the objective of the
organizational policies, organization to grow
procedures and engagement
practices,
Makes adjustments to
the internal operations
and structure of the
department in order to
strengthen the
organization and achieve
long term objectives.
5. Environmental Understands the different eco-system and the importance of its protection
Commitment through strong public awareness for a healthy ecological system and
community
Behavioural Indicators Aware on the city and Demonstrates Well-versed on Proactively expands
provincial ordinances knowledge on environmental laws and his/her knowledge of
relative to environment environmental laws can identify its what is going on in the
protection application to city or province in
Is updated on issues environmental issues relation to
Actively participates in relative to the encountered environmental issues
any environmental environment by encountered
advocacies attending related Demonstrates initiative
seminar, symposia, and in identifying Identifies appropriate
Demonstrates among others environmental issues actions to address
willingness to act, to and acts to address them specifically diagnosed
participate and to follow Can identify activities or environmental problems
instructions in line with actions that poses Promotes environmental and complaints within
the desired outcome environmental risks welfare by encouraging the workplace
others to participate on
environmental-related Ensures the
activities implementation and
enforcement of the
policies relative to
environmental
protection and
management in the
workplace
6. Interpersonal The ability to deal with people in a respectful and sensitive manner through
Relationship listening, accepting and respecting opinions
Behavioural Indicators Regards people with Shows concern and Determines and uses the Displays a
respect, dignity and respect for others, best response to calm comprehensive
courtesy in all situations. including people with irate, upset, or agitated understanding of one’s
different values, individuals/people who behaviour and how this
Listens when background, culture and find themselves in impacts other person’s
approached by others personalities. stressful or crisis behaviour or responses.
(customers, peers, and situations (e.g. uses
superiors) Responds to people’s empathic listening, Makes an evaluation of a
concerns by adjusting explanations and others) person’s specific
Pays close attention to one’s own behaviour in strengths, weaknesses,
and accurately interprets a helpful manner. Produces good results and needs based on a
behaviours of others when working with deeper understanding of
(e.g. body language, Establishes good others by displaying tat, the individual
tone of voice, facial working rapport with cooperation, sensitivity
expressions, questions) people from different and respect for the Takes into consideration
opinions and situations the interrelationships
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backgrounds or of others and their between the individual,
cultures. culture their culture, their
community, their history
and how this impacts
their behaviours.
7. Teamwork Able to work in a team/group and completes assigned task effectively towards
achieving a common goal.
Behavioural Indicators Knows the organization’s Shares ideas and Discusses with the Applies solutions to
goals and objectives. concepts to the group. group. the concerns and organizational problems
issues and the possible and is able to influence
Performs functions and Shows respect and to solutions. group members
tasks assigned by the every member of the
head/supervisor. team. Develops good Maintains harmonious
interpersonal relationship within the
relationships among group
Shows interests to get Maximizes ideas and members.
involved in group’s opinions of others for Creates a network of
activities. the good of the people and other
organization. Maintains positive organizations for
attitude to materialize collaboration and
organization’s goals. teamwork
8. Initiative The ability to perform, take action proactively, and find or create new
opportunities to achieve goal beyond what is expected in the job
Behavioural Indicators Knows and performs Recognizes Thinks ahead, sets Acts proactively and
his/her work opportunities and contingency plan, takes initiative in
assignments problems and quickly ensures sufficient follow- creating solutions for
responds to them ups, identifies area anticipated/imminent
Works with minimal without waiting to be where problems.
supervision told to act support/assistance
might be needed and Anticipates situations up
Makes an attempt to Works independently keeps superior informed to a year in advance, in
resolve without constant about the developments order to plan action and
concerns/problems supervision build contingencies.
arising in the work area Does far more than what
Identifies possibility for is minimally required in Makes creative use of
improvement in the the assignment, task or available resources or
work area job description identifies alternatives to
meet major or strategic
Takes action in the goals.
absence of the
supervisor Acts quickly to seize an
opportunity or address a
Suggests ideas or crisis by drawing on
alternate out of the box required resources and
solutions and strives for similar experiences.
efficiency by working
smartly.
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ORGANIZATIONAL COMPETENCIES:
1. Continuous Identifying and addressing individual strengths, weaknesses, developmental needs
Learning and changing circumstances to enhance personal and organizational performance
Behavioural Indicators Continually assesses and Keeps up to date on Sets challenging goals Takes the initiative to
recognizes own strengths current research and and standards of actively pursue self-
and weaknesses in relation technology in ones’ work excellence for self in development on an on-
to ones’ work focus. view of growth beyond going basis (post-graduate
current job. degrees).
Pursues learning Takes advantage of
opportunities (e.g. learning opportunities Designs personal Uses organizational change
trainings, workshops, and new approaches learning objectives based as an opportunity to
benchmarking, seminars) (e.g., trainings, on evolving needs of the develop new skills and
and ongoing development workshops, department knowledge.
in a workplace setting. benchmarking, seminars) /organization.
and shares the same to Continuously scans the
Takes on responsibilities or peers in the workplace. Pursues assignments working environment
tasks to develop oneself to designed to challenge through Strength,
become a better team Integrates and applies abilities. Weaknesses, Opportunities
player in the work place new learning into ones’ and Threats Analysis to stay
work methods. knowledgeable about
existing and emerging
developments in the
broader work context.
2. Result Oriented Having a high drive for achieving targets as mandated by Citizen’s Charter, OPCR,
and IPCR as work standards of excellence
Behavioural Indicators Tries to do the job well as Consistently ensures on- Regularly makes specific Benchmarks against
expected time delivery of quality changes in the system or standards of excellence and
work. in work methods to continually strives for
Works towards meeting improve performance. superior performance;
timelines Exhibits creative and
innovative ways to meet Takes the initiative to Motivates and encourages
Is mindful of waste, Department Goals and ensure that the key others to set higher
inefficiency, and avoid Priorities. objectives indicated in benchmarks and strive for
delay while discharging the OPCR/IPCR are superior performance.
duties Expresses a desire to do consistently achieved.
better and finish tasks Continuously looks to
earlier by suggesting how Keeps track of and adapt leading practices
work processes can be measures outcomes as from other
improved. indicated in the Department/organizations
OPCR/IPCR. to improve overall
performance
3. Personal The ability to demonstrate and display self-direction or self-motivation as well as
Effectiveness engaging in personal development
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Behavioural Indicators Able to explain, comply and Able to perform and Able to communicate Able to mentor peers on
perform successfully the complete the given task, and explain the task or tasks or plans and explains
assigned task providing inputs on how plan and their their implications to the
the task will affect and implications to the agency.
Knows the importance of influence team or office various offices in the
self-direction or self- dynamics organization. Acts as role model for
motivation in the job balance work, personal and
Demonstrates awareness Establishes personal family.
Maintains active personal to balance work, family goals that drive career
energy and interest in and personal life. plans and day to day Instils mutual trust and
learning by responding efforts to reach goals. confidence with among
positively to feedback Accept and participates groups and individuals.
and/or improving in activities or Accepts personal and
behaviour based on such interventions professional
recommended by ones’ development as life-long
immediate superior, process.
attendant to ones’
development
opportunities.
4. Adaptability The ability to effectively adapt to different types of people and to various
situations, task, and responsibilities
Behavioural Indicators Understands the needs of Complies orders, Introduces and promotes Acts as a role model in
different customers and is mandates or directives of adjustments in the adaptability and motivates
willing to assist them at all the agency easily without workplace and others to be adaptable in
times. hesitation and implements new their workplace.
complaints approaches, to improve
Remains flexible at all process and services. Challenges staff to be
times and is open to new Thinks and acts flexible and adaptable in
ideas and suggestions in effectively under Identifies ways to dealing with customers.
relation to ones’ work. pressure in the incorporate new
workplace. practices into existing Creates an environment
Understands and adapts framework. where customer
pressures in work, task, Adjusts timelines, results satisfaction is “the norm”
situations, and and expectations Understands and and ways of working are
environment. appropriately to various promotes service consistently challenged.
needs of the customers excellence in ones’
and/or peers. workplace.
5. Stress The ability to maintain stable performance under pressure or pressing challenges
Management in the workplace
Behavioural Indicators Shows a happy disposition Able to take initiative to Maintains work quality Functions under critical and
in the workplace even limit the impact of stress even when working tight deadline, heavy
during stressful situations. factors on job under deadlines, fatigue, workloads, and varying
performance oppositions. pressures that a
Able to adapt and adjust to unit/department are
different pressures in the Stays calm, patient and Stays on course even subject to.
workplace. tactful during stressful when policies and
events. procedures changes Manages multiple work
Ability to perform and work suddenly. challenges simultaneously
effectively despite various Able to handle stress- through strategic workload
interruptions and provoking issues and Remains focus in ones’ planning.
overlapping concerns. situations so as to work even under the
maintain work most heightened Conducts workload analysis
performance. pressure in the to diminish anticipated
workplace. stressors. Functions under
critical and tight deadline,
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heavy workloads, and
varying pressures that a
unit/department are
subject to.
Manages multiple work

challenges simultaneously
through strategic workload
planning.
Conducts workload analysis

to diminish anticipated
stressors.
6. Stewardship of Ensures the effective, efficient and sustainable use of Public Service resources and
Resources assets for human and financial resources and business information
Behavioural Indicators Protects and uses Explores ways of Assigns and Develops strategies to
resources and assets in leveraging funds to communicates roles and address resource
conscientious and effective expand program accountabilities to gaps/issues.
manner. effectiveness. maximize team efforts.
Ensures alignment of
Identifies wasteful Allocates and controls Manages workload authority, responsibility
practices and opportunities resources and assets effectively. and accountability with
for optimizing resource use within own area. organizational objectives
Identifies gaps in
Monitors and ensures the Implements ways of resources that impact on Ensures that information
efficient and appropriate more effective utilizing the organization’s and knowledge sharing is
use of resources and assets resources and assets. effectiveness. integrated into all
programs and processes
Acts on audit, evaluation

and other objective project
team performance
information
7. Emotional Ability to exhibit emotional resiliency by recognizing and understanding oneself
maturity and others’ emotions especially during challenging and pressing circumstances.
Behavioural Indicators Displays self- Can recover oneself Ability to perceive Remains focused,
awareness by being from emotional other feelings, able composed and non-
emotionally distress in the to understand defensive in order to
controlled (anger, workplace, should other's perspective engage effectively
frustration and stress) there be any, in a and cultivating and produce positive
in an appropriate considerable period relationship with resolution in a given
situation by not being of time. diverse range of extreme situation
reactive. people.
Ability to interact
Is self-motivated Not judgmental but with others by being
Displays the and maintains sensitive to others good in resolving
appropriate emotion momentum in feeling. issues thereby boost
depending to various stressful situations productivity and
workplace situations. in the workplace. improve relationships
Is less impulsive Ability to restrain Ability to conduct

Displays calmness and and can control one's self / self-appraisal and
composure especially temper when removed one-self recognizes both
in dealing with provoked. from the situation negative and positive
undesired to reduce negative results
circumstances in the impact
workplace, if any.
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LEADERSHIP COMPETENCIES:
1. Leadership The ability to lead people and enable them to excel in their performance
thereby contributing to organizational performance
Behavioural Indicators Ensures that members of Creates an Sets standards and rules Aligns objectives of the
the team is provided with environment that for the engagement of team and its priorities
necessary information to allow team member to team behaviour and with the Agency’s
function effectively. perform to their best recommends disciplinary mission, vision, and goals
potential (e.g. setting action/sanctions for
Sets the direction for the clear direction, violations Leads by example,
team/subordinates as providing appropriate models behaviour
evidenced by the OPCR structure, getting the Takes responsibility for desired of team
right people) the team’s actions and members and aligns own
Allow members of the outcomes. behaviour with the
team to be involved in Ensures that the organization’s vision and
planning and decision- responsibilities of the Spots ability/talents and values
making and encourages team are grooms subordinates to
every member to accomplished their highest potential Develops an atmosphere
contribute ideas where team members
Acknowledges and Defends team members continuously strive to
rewards members and protects team’s improve team
accomplishments/achi reputation vis-à-vis the performance and
evements larger agency or productivity
community.
Acknowledges positive
feedbacks and
welcomes criticisms as
opportunities for
growth.
2. Planning and Ability to plan, organize and monitor ones’ work with effective utilization of
Coordination resources
Behavioural Indicators Completes task in Monitors work Considers a range of Mentors peers on how to
accordance with the work periodically and revises factors in the planning apply planning and
plan. work targets as may be process. organizing concepts to
necessary in order to ones’ work
Demonstrates time keep pace with the Communicates and
management and skills to office targets. assesses priorities Establishes alternative
meet work objectives. regularly. actions to achieve
Keeps plans up to date effective results
Uses available offices and makes Prioritizes multiple
resources effectively. adjustments if interrelated tasks when Anticipate risks and
necessary. working with others. incorporates the same in
a mitigation plan to be
Coordinates with co- applied in a work-related
workers and setting.
stakeholders in the
implementation of
office programs.
3. Networking The ability to build and actively maintain working relationships and/or
networks of people and organization to further the organization’s goals
Behavioural Indicators Seeks information from Has a good Seeks opportunities to Be able to convince and
others (e.g. colleagues, interpersonal partner and transfer bring together key
customers) that is vital in relationship with knowledge (e.g. by players of the
one’s planning in the contacts (people and actively participating in organization to address
workplace. organization) and conferences, meetings, issues/needs, share
stakeholders of the committees, multi- information and resolve
agency. stakeholder groups differences as required.
P a g e 39 | 86
Maintains personal and/or seminars) to the
contacts in other parts of Participates in official workplace. Uses knowledge of the
the organization with and social events formal or informal
those who can provide internal and external to Cultivates official structure and the culture
work-related information. the organization. networks in the different to further strategic
divisions/ sections of the objectives.
Seeks out the expertise of Initiates and develops organization and
other and develops links diverse relationships. effectively uses contacts Involves oneself in
with experts and to achieve work output advocacies to foster and
information sources results. strengthen community
linkages with the
Builds networks with organization.
outside organizations
that can enable the
achievement of the
agency’s plans and
programs.
4. Conflict The ability to manage disputes and disagreements among subordinates in the
Management workplace
Behavioural Indicators Is peace loving and shows Establishes a very Handles effectively Is able to come up with
commitment to overcome strong and sensitive potential differences agreeable outcome
conflicts that may surface skill to perceive critical between two points of between two or more
in the workplace and non-critical relationships to prevent conflicting
conflicts arguments from arising. ideas/opinions/decisions
Identifies difficulties in (Critical conflicts: e.g. between and among
the workplace in an open- corruption, overpricing, Attends to different subordinates
minded and respectful ghost employees, payroll point of views and takes
padding
manner Non critical conflicts: e.g.
into consideration those Uses constructive
promotional petitioned, ideas that leads to approaches to deal with
Concentrates on issues at tardiness, violations of CSC reconciliation opposing views when
hand, when resolving laws) challenging the status
conflicts in the workplace Manages differences of quo and when
Can manage to end opinions, makes encouraging others to do
non-essential and transparent discussions so well.
unimportant and settle for possible
confrontations into the win-win solutions. Uses appropriate
office like personal interpersonal styles and
gossips and liabilities to methods to reduce
a persons’ issues. tension or conflict
between two or more
Takes conflict carefully people/groups.
with assurance of both
sides to come up with a
clear commitment to
keep a good and
friendly relationship.
5. Managing The ability to provide timely and relevant feedback to individuals or group in
Performance order for them to take action and improve their performance
Behavioural Indicators Provides clear directions Assesses staff
Effectively sets work Effectively uses about performance performance
targets to staff per the available tools to check expectations within the objectively thru the
Office Performance and monitor the office by establishing Individual Performance
Commitment Review progress of staff or clear linkage between Commitment and
Targets. team members on office goals and the Review
work targets. strategic direction of the Accomplishments.
Monitors the work Hospital.
assigned to the employee Provides regular
Works and coordinates
regularly. feedback to staff as Creates new tools or with the HR Office and
regards the progress of method for monitoring
identifies opportunities
their work the status of individuals,
performance. teams or projects,
P a g e 40 | 86
to improve staff
Explains and discusses Promotes and find Introduces new ways of performance.
with staff the work ways to achieve tracking, reporting and
expectation and targets. teamwork and analysis to help direct
Mentors and assigns
camaraderie in the staff performance. challenging tasks to
workplace.
staff for them to learn
new skills.
6. Developing The ability to work on the capabilities of employees through learning and
People developing their knowledge, skills and attitudes for a better work efficiency and
productivity.

Behavioural Indicators Suggests personnel Sets schedules for Designs tools or Influences decisions
enhancement programs conference to discuss parameters to improve relative to training and
to address competency proposed solutions of the knowledge, skill or development or leads in
gaps of subordinates. the identified problems attitude challenges of the implementation of
involving subordinate subordinates technologies to develop
Determines and provides competencies subordinates and achieve
support for the Applies innovative organizational goals.
professional development Identifies problems strategies to develop
of employees. concerning individual and motivate Leads in the formulation
and group skills. subordinates of polices, processes
Knows the strengths and Knowledge, behaviour and/or mechanisms
weakness of one’s and attitude. Equips subordinates with which will serve as guide
subordinates and knowledge and skills to for human resource
identifies ways on how to Suggests ideas and exercise decision making development or
mentor them. feedback to and to provide solutions personnel enhancement.
subordinates for to job-related problems.
improvement in a
constructive manner.
7. Directing and The ability to plan, develop and manage structural approach to transitioning
Managing individuals, teams, and organizations from a current state to a desired future
Change state
Behavioural Indicators Articulate a clear Enlist individuals that Projects enthusiasm and Empowers individuals in
rationale for the need of can proactively work confidence to motivate the implementation of
change on changes to make it staff to successfully the change agenda
functional. implement change
Shares ones’ initiatives in the Adapts to organizational
ideas/potential which is Can manage and workplace change by seeing what is
beneficial to the delegate work well to changing and how it is
workplace subordinates especially Involves individuals in changing.
during transition the implementation of
Provides technical periods. changes initiatives to Formulates sustainable
support and clarity I make them feel they are policies and guidelines to
changes beneficial to the Supports change a part of it sustain change and
workplace. management program develop strategies to
of the organization in Thinks strategically and deal with resistance to
the preparation of analyses the result of the change.
work plans and new changes
activities of the office. implemented in the
workplace.
8. Leading Ability to develop new insights into situations and apply innovative solutions
Innovation to make improvements in the workplace
Behavioural Indicators Open to new ideas and Suggests innovative Proactively seeks Creates and encourages a
change ways of solving issues opportunities to initiate culture of innovative
and improving current new ideas and change. thinking and ability to
ways of working handle change.
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Identifies possibilities of Seeks improvement in
improvements in current Suggests ideas and public service delivery Encourages ideas,
areas of work feedback for through multiple improvements and
improvements with methods such as measure risk-taking to
Adapts changes in others in a constructive technology, efficient improves services
current work area manner work, practices and
others. Identifies and
Applies learning from implements changes to
experiences and Proactively engages with transform flexibility
observations and stakeholders for
implements them to continuous
improve efficiency in improvement in service
the area of work delivery
9. Decisiveness The Ability to make timely and strategic decisions in relation to one’s
supervisory/managerial functions.
Behavioural Indicators Identifies and collects Consults advisor/s or Weighs up competing Easily analyses complex
relevant information from experts, if deemed views before reaching data that provide
both internal and external necessary, to get a decision and decides clarity of thinking and
sources to aid in one’s additional for the one that can direction in the office.
decision. information before meet office goals.
arriving a decision. Foresees the impact of
Makes timely decisions Confidently takes decisions and can take
based on existing decisions and clearly actions in case of
information and Demonstrates communicate the adverse effects.
applicable rules or decisiveness when same to the staff.
guidelines under pressure or Makes intelligent and
faced with complex Develops feasible timely decisions for the
Be able to explain clearly or sensitive situation solutions even when good of the Hospital in
the reason behind each in the workplace. dealing with general and in one’s
decision to the staff uncertainty and workplace/office in
Analyses the impact limited information particular.
of past decisions under the
made and applies circumstance.
lessons learned in
future decision –
making process.
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Technical Competencies for Administrative Division Personnel:
1. Attention to Being thorough and accurate in accomplishing a task through concern for all
details areas involved.
Performs routine tasks completely Actively checks Ensures that all parts Develops and uses
and accurately. information and work of a task are systems to organize
product to provide completed in and keep track of
Follows instructions on assigned accurate and consistent adherence to policies information or
tasks. work. and standards. work progress.
Compares finished work according Displays concern for Checks work of others Regularly tracks
to set expectations. order and quality. in single area of work progress
activity. against planned
Checks work for mistakes before Organizes schedule.
completion and submission of information/documents Focuses on the details
tasks. activity or materials for of work when it is Constantly exceeds
others. necessary to identify expectations by
Consistently updates risks or problems. working thoroughly
checklists, schedules, and precisely.
calendars, etc. to Considers the risks
ensure that small details associated with each
are not overlooked. task and/or step of the
work.
Accurately prepares
and organizes work
before acting.
2. Conceptual The ability to be efficient and accurate in problem identification from various
and analytical information to conceptualize proposals.
thinking
Behavioural Breaks down concrete problems Analyses simple Can simultaneously Integrates large
Indicators into parts and organizes problems and breaks deal with multiple amount of
information in a concise manner in down problems into complex issues and information/results
the development of research logical parts. abstract relationships. from diverse
proposal sources in the
Able to see connections, Recognizes and identification of
Able to identify and gather relevant patterns or trends in the assesses several likely multiple
input from appropriate secondary available information. causal factors or find relationships
source of information. other ways of
Identifies the potential interpreting the Thinks several steps
Uses common sense and basic rules impact that trends or available information ahead in deciding
to identify key underlying issues events may have on and data. on the best course
and problem theories, services, etc. of action,
Clearly and concisely anticipating the
Considers relevant facts and Draws simple logical explains complex likely outcomes.
alternatives when making decisions conclusion/s and/or issues and
but is open to new ideas provides creative relationships of results. Develops and
options and recommends policy
recommendations. Draws on experience reforms based on
and knowledge to analysis/conclusion
assess and analyse s of own research
facts and available findings.
information to come to
appropriate decisions. Assesses and
balances vast
Identifies problems amounts of diverse
and situations not information to
obvious to others and arrive in a holistic
not learned from conclusion
P a g e 43 | 86
previous education or Thinks beyond the
experience. organization and
into the future,
balancing multiple
perspectives when
setting direction or
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
3. Planning The ability to address the scope of a project and integrate all of its aspects with
And Project anticipation to outcome-associated risks and how is it managed with varying
Management complexity
Behavioural
Indicators Defines the time-line of the project, Leads and provides Directs and provides Analyses
identifies the resources needed and clear direction to team alternative plan if in periodic reports
estimated cost for each activity and members as to what case the project and Project
distributes resources according to work needs to be done encounters problems/ Status and
the projects allocated budget. and who’s going to do challenges. employees’
it. individual
Applies the basic time management Conducts review of performance
techniques in completing work Communicates with the project requirements, data.
tasks within the agreed time scale. team members if there and remind the team
are changes to the of the clients demand Identifies the
Coordinates with the other team project that needs to be and ensure that the potential risks
members in sharing and acquiring dealt with work is done to the involved in a
resources in addressing the day to right standard and is particular
day project objectives.  Communicates with the running on time and project and tries
team of people involved to budget to manage it
in the project, motivates well.
them to complete the Communicates with
task and ensure that the team members on the Oversees the
project delivers the update of the project overall
expected outcomes and guidelines and status performance of
benefits. to ensure the delivery the project and
of the expected renders
outcomes and benefits completion
of the project. and/or status
evaluation
report to the
management.
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4. Effectively provides information to customers both in oral and written form with
Communicatio clarity and precision.
n Skills

Behavioural Easily comprehends queries and Tailors Demonstrates Listens and
Indicators concerns from customers communication openness and synthesizes
and/or peers. styles to various transparency in other’s ideas
customers’ needs. sharing and clearly
Demonstrates effective information to explains
written and oral Demonstrates active others. complex issues.
communication skills in listening and can
dealing with various explain clearly to Takes others’ Pays close
customers and peers. customers the perspectives into attention to
programs of the account during what the other
Is able to raise questions agency. communication. person is
briefly to gather personal saying, asking,
understanding from Has a friendly and clarifying
customers and peers in work- Shares accurate is approachable questions and
related issues. information to and will encourage rephrasing
others in a clear and others to speak what the
concise manner. openly. person say’s to
ensure
understanding.
Mentors and
guides others to
speak and write
effectively.
5. Leveraging The ability to integrate technology in the performance of the job to achieve
Technology standard of service excellence.
Behavioural Understands the needs and Uses technology Assists in Initiates staff
Indicators uses of technology as a tool to to communicate, identifying development
communicate with others and research, and technology and and training in
accomplish routine tasks. analyses data in makes new IT
instruction. recommendation applications.
Demonstrates knowledge of s to the superior
basic computer operations Maximizes the use on the Develops
(Microsoft Word, Microsoft of available appropriate strategies
Excel, Microsoft PowerPoint) computer software using new
applications to applications to be technology to
Works to learn how to use achieve greater used in enhance the
new technology when efficiency and performing delivery of
assigned. productivity in varying work services.
assigned tasks. activities.
Learns how to
Understands the Proficient in using use new
impact of new a wide range of versions and
technology in the software advanced
working applications. features of
environment. application
software.
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Troubleshoots Readily accepts
common changes in
technology technology.
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
6. Technical The ability to express in writing facts and ideas in technical/business format.
Writing
Behavioural Uses different written Able to apply basic Guides and Writes complex
Indicators business/legal communication knowledge technical coaches others on technical
formats in the office. writing. the output of their reports, edits
written work to materials and
Writes Writes ensure quality. provides
correspondence/communicatio narrative/descriptiv suggestions to
n based on readily information e reports in a very Reviews improve clarity.
data, with minimal satisfactory manner. narrative/technical
grammatical/spelling errors. reports involving Creates
Drafts/ edits, revises analysis of convincing
Makes written communications queries, interrelated data complex and
including memos, formal letters correspondents, or articulate
and technical reports in a very reports and projects activities/projects/ written
satisfactory manner. proposals. current resources. documents
review and
critiques the
writing of
others in a
constructive
manner.
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Technical Skills for Ancillary Division - Computer Maintenance Technicians:
1. Research The ability to perform quantitative and qualitative research methods and
Skills perform research related tasks such as but not limited to, data analysis and
interpretation.
Behavioural Understands basic research Understands basic Understands basic Understands
Indicators concepts such as research descriptive statistic inferential statistics (t- advance statistical
problem, research designs, principles related to test, nova, correlation, concepts such as
research methodology and presentations chi-square and CFA and EFA and
research variables (frequencies, mean, regression) qualitative research
median, mode, range, methods such as
Conducts basic surveys, interviews standard deviations) or Uses software to run phenomenological
and fads for data gathering basic qualitative statistical data and approaches,
analysis for theme present findings and grounded theory,
Can perform data mining from recognition conclusions CQR and others
field offices and customers
Uses software to Writes research reports
present statistical data following correct
or can present scientific format
qualitative data
Can write up
descriptions and
explanations for
statistical data and
qualitative data
thinking
Behavioural Breaks down concrete problems Analyses simple Can simultaneously deal Integrates large
Indicators into parts and organizes problems and breaks with multiple complex amount of
information in a concise manner in down problems into issues and abstract information/results
the development of research logical parts. relationships. from diverse
Able to see Recognizes and assesses identification of
Able to identify and gather connections, patterns several likely causal multiple
relevant input from appropriate or trends in the factors or find other relationships
secondary source of information. available information. ways of interpreting the
available information Thinks several steps
Uses common sense and basic Identifies the potential and data. ahead in deciding
rules to identify key underlying impact that trends or on the best course
issues and problem events may have on Clearly and concisely of action,
theories, services, etc. explains complex issues anticipating the
Considers relevant facts and and relationships of likely outcomes.
alternatives when making Draws simple logical results.
decisions but is open to new ideas conclusion/s and/or Develops and
provides creative Draws on experience recommends policy
options and and knowledge to assess reforms based on
recommendations. and analyse facts and analysis/conclusions
available information to of own research
come to appropriate findings.
decisions.
Assesses and
Identifies problems and balances vast
situations not obvious to amounts of diverse
others and not learned information to
from previous education arrive in a holistic
or experience. conclusion
P a g e 47 | 86
Thinks beyond the
organization and
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
3. Planning And The ability to address the scope of a project and integrate all of its aspects with
Project anticipation to outcome-associated risks and how is it managed with varying
Behavioural Defines the time-line of the Leads and provides Directs and provides Analyses periodic
Indicators project, identifies the resources clear direction to team alternative plan if in reports and
needed and estimated cost for members as to what case the project Project Status
each activity and distributes work needs to be done encounters problems/ and employees’
resources according to the and who’s going to do challenges. individual
projects allocated budget. it. performance
Conducts review of data.
Applies the basic time Communicates with the project requirements,
management techniques in team members if there and remind the team of Identifies the
completing work tasks within the are changes to the the clients demand and potential risks
agreed time scale. project that needs to be ensure that the work is involved in a
dealt with done to the right particular project
Coordinates with the other team standard and is running and tries to
members in sharing and acquiring Communicates with the on time and to budget manage it well.
resources in addressing the day to team of people involved
day project objectives. in the project, motivates Communicates with Oversees the
them to complete the team members on the overall
task and ensure that the update of the project performance of
project delivers the guidelines and status to the project and
expected outcomes and ensure the delivery of renders
benefits. the expected outcomes completion
and benefits of the and/or status
project. evaluation
report to the
management.
Communication clarity and precision.
Skills

Behavioural Easily comprehends queries Tailors Demonstrates Listens and
Indicators and concerns from customers communication openness and synthesizes
customers’ needs. sharing information and clearly
Demonstrates effective to others. explains
written and oral Demonstrates complex issues.
communication skills in active listening and Takes others’
can explain clearly perspectives into
P a g e 48 | 86
dealing with various to customers the account during Pays close
customers and peers. programs of the communication. attention to
agency. what the other
Is able to raise questions Has a friendly and is person is saying,
briefly to gather personal approachable and asking,
understanding from Shares accurate will encourage clarifying
customers and peers in work- information to others to speak questions and
related issues. others in a clear openly. rephrasing what
and concise the person say’s
manner. to ensure
understanding.
Mentors and
guides others to
speak and write
effectively.
Indicators uses of technology as a tool to communicate, identifying development
to communicate with others research, and technology and and training in
and accomplish routine analyses data in makes new IT
tasks. instruction. recommendations applications.
to the superior on
Demonstrates knowledge of Maximizes the the appropriate Develops
basic computer operations use of available software strategies
(Microsoft Word, Microsoft computer applications to be using new
Excel, Microsoft PowerPoint) applications to used in performing technology to
achieve greater varying work enhance the
Works to learn how to use efficiency and activities. delivery of
new technology when productivity in services.
assigned. assigned tasks. Proficient in using
a wide range of Learns how to
Understands the software use new
impact of new applications. versions and
technology in the advanced
working Readily accepts features of
environment. changes in application
technology. software.
Troubleshoots
common
technology
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
P a g e 49 | 86
Technical Skills for Ancillary Division - Dietary Personnel:
Performs routine tasks completely Actively checks Ensures that all parts of Develops and uses
and accurately. information and work a task are completed in systems to organize
product to provide adherence to policies and keep track of
Follows instructions on assigned accurate and consistent and standards. information or work
tasks. work. progress.
Checks work of others in
Compares finished work according Displays concern for single area of activity. Regularly tracks
to set expectations. order and quality. work progress
Focuses on the details of against planned
Checks work for mistakes before Organizes work when it is schedule.
completion and submission of information/documents necessary to identify
tasks. activity or materials for risks or problems. Constantly exceeds
others. expectations by
Consistently updates Considers the risks working thoroughly
checklists, schedules, associated with each and precisely.
calendars, etc. to task and/or step of the
ensure that small work.
details are not
overlooked. Accurately prepares and
organizes work before
acting.
thinking
decisions.
Assesses and
Thinks beyond the

organization and
P a g e 50 | 86
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
resources according to the projects and who’s going to do challenges. individual
allocated budget. it. performance
members in sharing and acquiring  Communicates with the on time and to budget manage it well.
project. evaluation
report to the
management.
4. Safety and The ability to understand and follow health and safety laws for the purpose of
Health establishing, promoting, and maintaining a safe work environment for oneself
Compliance and others.
Carefully organizes the assigned Observes accident Demonstrates the use of Evaluates
Behavioural work environment to minimize prevention measures in best safety practices in effectiveness of
Indicators accident or other unsafe incidents. all activities. carrying out a job by health and safety
reinforcing safety practices in the
Consistently follows procedural Attends safety training guidelines office
instructions to carry out work on a regular basis if
activities safely working in hazardous Establishes methods to Reviews injury
environment. encourage continual incident data for all
Reports any hazard observed in attention to safe operations and
the workplace or in the field. Continuously monitors practices by the work directs modification
work processes to unit or team. to injury prevention
promote injury programs.
prevention
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Educate others about Analyses and
basic safety and health evaluates
information workplace hazards
common to the
department
operation
P a g e 52 | 86
Technical Skills for Ancillary Division – Health and Education Promotion Officer:
1. Research The ability to perform quantitative and qualitative research methods and
Skills perform research related tasks such as but not limited to, data analysis and
interpretation.
Behavioural Understands basic research Understands basic Understands basic Understands
Indicators concepts such as research descriptive statistic inferential statistics (t- advance statistical
problem, research designs, principles related to test, nova, correlation, concepts such as
research methodology and presentations chi-square and CFA and EFA and
research variables (frequencies, mean, regression) qualitative research
median, mode, range, methods such as
Conducts basic surveys, interviews standard deviations) or Uses software to run phenomenological
and fads for data gathering basic qualitative statistical data and approaches,
analysis for theme present findings and grounded theory,
Can perform data mining from recognition conclusions CQR and others
field offices and customers
Uses software to Writes research reports
present statistical data following correct
or can present scientific format
qualitative data
Can write up
descriptions and
explanations for
statistical data and
qualitative data
thinking
decisions.
Assesses and
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Thinks beyond the
organization and
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
3. Planning And The ability to address the scope of a project and integrate all of its aspects with
Project anticipation to outcome-associated risks and how is it managed with varying
projects allocated budget. it. performance
members in sharing and acquiring Communicates with the on time and to budget manage it well.
project. evaluation
report to the
management.
P a g e 54 | 86
Skills

dealing with various can explain clearly perspectives into Pays close
customers and peers. to customers the account during attention to
programs of the communication. what the other
Is able to raise questions agency. person is saying,
briefly to gather personal Has a friendly and is asking,
understanding from approachable and clarifying
customers and peers in work- Shares accurate will encourage questions and
related issues. information to others to speak rephrasing what
others in a clear openly. the person say’s
and concise to ensure
manner. understanding.
Mentors and
guides others to
speak and write
effectively.
Indicators uses of technology as a tool to communicate, identifying development
to communicate with others research, and technology and and training in
and accomplish routine analyses data in makes new IT
tasks. instruction. recommendations applications.
to the superior on
Demonstrates knowledge of Maximizes the the appropriate Develops
basic computer operations use of available software strategies
(Microsoft Word, Microsoft computer applications to be using new
Excel, Microsoft PowerPoint) applications to used in performing technology to
achieve greater varying work enhance the
Works to learn how to use efficiency and activities. delivery of
new technology when productivity in services.
assigned. assigned tasks. Proficient in using
a wide range of Learns how to
Understands the software use new
Troubleshoots
common
P a g e 55 | 86
technology
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
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Technical Competencies for Ancillary Division - Laboratory Personnel:
work.
Accurately prepares
and organizes work
before acting.
thinking
balances vast
P a g e 57 | 86
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
Behavioural Defines the time-line of the project, Leads and provides Directs and provides Analyses
Indicators identifies the resources needed and clear direction to team alternative plan if in periodic reports
it. individual
evaluation
report to the
management.
n Skills

Behavioural Easily comprehends queries and Tailors communication Demonstrates Listens and
Indicators concerns from customers and/or styles to various openness and synthesizes other’s
peers. customers’ needs. transparency in sharing ideas and clearly
information to others. explains complex
Demonstrates effective written and Demonstrates active issues.
oral communication skills in dealing listening and can Takes others’
with various customers and peers. explain clearly to perspectives into
P a g e 58 | 86
customers the programs account during Pays close attention
Is able to raise questions briefly to of the agency. communication. to what the other
gather personal understanding person is saying,
from customers and peers in work- Has a friendly and is asking, clarifying
related issues. Shares accurate approachable and will questions and
information to others in encourage others to rephrasing what
a clear and concise speak openly. the person say’s to
manner. ensure
understanding.
Mentors and
guides others to
speak and write
effectively.
Learns how to
Readily accepts software.
Troubleshoots changes in
common technology.
technology
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
Writing
n based on readily information improve clarity.
P a g e 59 | 86
data, with minimal e reports in a very Reviews
grammatical/spelling errors. satisfactory manner. narrative/technical Creates
reports involving convincing
Makes written communications Drafts/ edits, revises analysis of complex and
including memos, formal letters queries, interrelated data articulate
and technical reports in a very correspondents, or written
satisfactory manner. reports and projects activities/projects/ documents
proposals. current resources. review and
critiques the
writing of
others in a
constructive
manner.
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Technical Competencies for Ancillary Division - Pharmacists:
Performs routine tasks Actively checks Ensures that all parts of Develops and uses
completely and accurately. information and work a task are completed in systems to organize
Checks work of others
Compares finished work Displays concern for in single area of Regularly tracks
according to set expectations. order and quality. activity. work progress
against planned
Checks work for mistakes before Organizes Focuses on the details schedule.
completion and submission of information/documents of work when it is
tasks. activity or materials for necessary to identify Constantly exceeds
others. risks or problems. expectations by
Consistently updates working thoroughly
checklists, schedules, Considers the risks and precisely.
calendars, etc. to associated with each
ensure that small task and/or step of the
details are not work.
overlooked.
Accurately prepares
and organizes work
before acting.
thinking
Behavioural Indicators Breaks down concrete problems Analyses simple Can simultaneously Integrates large
into parts and organizes problems and breaks deal with multiple amount of
information in a concise manner down problems into complex issues and information/results
in the development of research logical parts. abstract relationships. from diverse
Able to see Recognizes and identification of
Able to identify and gather connections, patterns assesses several likely multiple
relevant input from appropriate or trends in the causal factors or find relationships
secondary source of available information. other ways of
information. interpreting the Thinks several steps
Identifies the potential available information ahead in deciding
Uses common sense and basic impact that trends or and data. on the best course
rules to identify key underlying events may have on of action,
issues and problem theories, services, etc. Clearly and concisely anticipating the
explains complex issues likely outcomes.
Considers relevant facts and Draws simple logical and relationships of
alternatives when making conclusion/s and/or results. Develops and
decisions but is open to new provides creative recommends policy
ideas options and Draws on experience reforms based on
recommendations. and knowledge to analysis/conclusions
assess and analyse of own research
balances vast
Identifies problems and amounts of diverse
situations not obvious information to
to others and not arrive in a holistic
learned from previous conclusion
education or
experience.
P a g e 61 | 86
Thinks beyond the
organization and
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
3.Communication Effectively provides information to customers both in oral and written form
Skills with clarity and precision.

Behavioural Indicators Easily comprehends queries Tailors Demonstrates Listens and
and concerns from communication openness and synthesizes
customers and/or peers. styles to various transparency in other’s ideas
written and oral Demonstrates others. complex issues.
communication skills in active listening and
dealing with various can explain clearly Takes others’ Pays close
customers and peers. to customers the perspectives into attention to
Is able to raise questions agency. communication. person is saying,
briefly to gather personal asking,
customers and peers in Shares accurate is approachable questions and
work- related issues. information to and will encourage rephrasing what
others in a clear others to speak the person say’s
and concise openly. to ensure
manner. understanding.
Mentors and
guides others to
speak and write
effectively.
Behavioural Indicators Understands the needs Uses technology Assists in Initiates staff
and uses of technology as to communicate, identifying development
a tool to communicate research, and technology and and training in
with others and analyses data in makes new IT
accomplish routine tasks. instruction. recommendations applications.
to the superior on
Demonstrates knowledge Maximizes the use the appropriate Develops
of basic computer of available software strategies
operations (Microsoft computer applications to be using new
applications to used in performing technology to
P a g e 62 | 86
Word, Microsoft Excel, achieve greater varying work enhance the
Microsoft PowerPoint) efficiency and activities. delivery of
productivity in services.
Works to learn how to use assigned tasks. Proficient in using
new technology when a wide range of Learns how to
assigned. Understands the software use new
Troubleshoots
common
technology
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
5. Inventory The ability to be efficient in controlling and storing the drugs and medicines
Management available in the pharmacy
Behavioural Indicators Knowledgeable on the Effective in establishing Establish challenging Accurate
importance of keeping the appropriate reporting goals, delegating task forecasting of
inventory record of drugs and and control procedures, and coordinating team pharmacy stocks
medicines correct and updated. operating efficiently at effort
lowest cost Design an inventory
Aware of the newly delivered control system or
stocks and out-of-stock Provide strategies to Able to identify optimized
medicines prevent damage, techniques for procedure for
spoilage and expiry of maximizing the effective quality control and
Can classify which items are medicines management and inventory
fast moving or slow moving distribution of drugs management
Has time management, and medicines
initiative, and Implement
independent action on Able to identify risks or inventory decisions
the assigned area of problems that may arise that minimize the
inventory and provide a total cost of
contingency plan inventory
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Technical Competencies for Ancillary Division - Psychologists:
1. Attention Being thorough and accurate in accomplishing a task through concern for all areas
to details involved.
Performs routine tasks completely Actively checks Ensures that all parts of Develops and uses
and accurately. information and work a task are completed in systems to organize
Checks work of others in
Compares finished work according Displays concern for single area of activity. Regularly tracks work
to set expectations. order and quality. progress against
Focuses on the details planned schedule.
Checks work for mistakes before Organizes of work when it is
completion and submission of information/documents necessary to identify Constantly exceeds
tasks. activity or materials for risks or problems. expectations by
others. working thoroughly
Consistently updates Considers the risks and precisely.
checklists, schedules, associated with each
calendars, etc. to task and/or step of the
ensure that small work.
details are not
overlooked. Accurately prepares and
organizes work before
acting.
and analytical information to conceptualize proposals
thinking
information in a concise manner down problems into issues and abstract information/results
in the development of research logical parts. relationships. from diverse sources
proposal in the identification of
Able to see Recognizes and assesses multiple relationships
Able to identify and gather connections, patterns several likely causal
relevant input from appropriate or trends in the factors or find other Thinks several steps
secondary source of information. available information. ways of interpreting the ahead in deciding on
available information the best course of
Uses common sense and basic Identifies the potential and data. action, anticipating
rules to identify key underlying impact that trends or the likely outcomes.
issues and problem events may have on Clearly and concisely
theories, services, etc. explains complex issues Develops and
Considers relevant facts and and relationships of recommends policy
alternatives when making Draws simple logical results. reforms based on
decisions but is open to new ideas conclusion/s and/or analysis/conclusions
provides creative Draws on experience of own research
options and and knowledge to findings.
recommendations. assess and analyse facts
and available Assesses and
information to come to balances vast
appropriate decisions. amounts of diverse
information to arrive
Identifies problems and in a holistic
situations not obvious conclusion
to others and not
learned from previous Thinks beyond the
education or organization and into
experience. the future, balancing
multiple perspectives
when setting
P a g e 64 | 86
direction or reaching
conclusions (Thinking
outside the box)
Develops
innovative/creative
solutions for complex
problems and issues.
needed and estimated cost for members as to what case the project Project Status and
each activity and distributes work needs to be done encounters problems/ employees’
projects allocated budget. it. performance data.
Conducts review of
Applies the basic time Communicates with the project requirements, Identifies the
management techniques in team members if there and remind the team of potential risks
completing work tasks within the are changes to the the clients demand and involved in a
agreed time scale. project that needs to be ensure that the work is particular project
dealt with done to the right and tries to
Coordinates with the other team standard and is running manage it well.
members in sharing and acquiring Communicates with the on time and to budget
resources in addressing the day to team of people involved Oversees the
day project objectives. in the project, motivates Communicates with overall
them to complete the team members on the performance of
task and ensure that the update of the project the project and
project delivers the guidelines and status to renders
expected outcomes and ensure the delivery of completion and/or
benefits. the expected outcomes status evaluation
and benefits of the report to the
project. management.
4. The ability to administer, score, interpret psychological testing as well as write
Psychological psychological reports according to APA Standards
Assessment
and Report
Writing
Behavioural Is familiar with the basic Understands the Researches for Designs and pilots
Indicators concepts of psychological need for psychological tests test materials to
testing conducting a required for certain measure
specific cases when such constructs for
Demonstrates ethical psychological test tests are unavailable employment
considerations when testing
conducting tests Applies the concept Sees pattern in the
of reliability and results of tests and Includes
Able to administer, score, validity in choosing uses pattern to implications of
interpret objective testing materials create impressions descriptive scores
psychological tests and write and conclusions in against norms in
reports following manuals Writes the psychological the reports as
psychological reports. needed.
assessment report
with conclusions Can create Can use projective
based on factual recommendations tests as part of
results. and action plans battery testing
required in some
P a g e 65 | 86
psychological
reports.
5. Counselling The ability to guide counselling clients in the process of resolving their issues
Skills and conflicts
Behavioural Knows the five basic skills of Applies the five Can apply other Can confront
Indicators counselling particularly basic counselling forms of client, if there is a
empathy, unconditional skills consistently at psychotherapy need to do so,
positive regard, listening, all times without breaking
genuineness and counsellor Can identify from rapport
self-disclosure. Can apply the the counselling
principles of encounter the Can determine
Can apply the counselling cognitive underlying issues for the
techniques of client- behavioural the client’s current psychopathology
centeredness and therapy aside from problems through of certain clients
behaviourism. client centeredness enabling emotional
and behaviourism catharsis Can design
Can carry out basic programs for
interviewing for data Can carry out in- Can offer choices to addressing
gathering on client. depth interview meet client’s psychopathologies
with clients objectives in seeking
counselling
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Technical Skills for Ancillary Division – Radiology Personnel:
work.
Accurately prepares
and organizes work
before acting.
thinking
balances vast
P a g e 67 | 86
into the future,
balancing multiple
perspectives when
reaching
conclusions
(Thinking outside
the box)
Develops
innovative/creative
solutions for
complex problems
and issues.
Behavioural Defines the time-line of the project, Leads and provides Directs and provides Analyses
Indicators identifies the resources needed and clear direction to team alternative plan if in periodic reports
it. individual
evaluation
report to the
management.
P a g e 68 | 86
n Skills

Behavioural Easily comprehends queries and Tailors Demonstrates Listens and
Indicators concerns from customers communication openness and synthesizes
written and oral Demonstrates active others. complex issues.
communication skills in listening and can
dealing with various explain clearly to Takes others’ Pays close
customers and peers. customers the perspectives into attention to
Is able to raise questions agency. communication. person is
briefly to gather personal saying, asking,
customers and peers in work- Shares accurate is approachable questions and
related issues. information to and will encourage rephrasing
others in a clear and others to speak what the
concise manner. openly. person say’s to
ensure
understanding.
Mentors and
guides others to
speak and write
effectively.
Learns how to
Readily accepts software.
Troubleshoots changes in
common technology.
P a g e 69 | 86
technology
problems (printer
and computer –
out of paper and
toner, defects in
the power cords,
network and
peripheral
connections).
Writing
n based on readily information e reports in a very Reviews improve clarity.
data, with minimal satisfactory manner. narrative/technical
grammatical/spelling errors. reports involving Creates
Drafts/ edits, revises analysis of convincing
Makes written communications queries, interrelated data complex and
including memos, formal letters correspondents, or articulate
and technical reports in a very reports and projects activities/projects/ written
satisfactory manner. proposals. current resources. documents
review and
critiques the
writing of
others in a
constructive
manner.
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Technical Skills for Ancillary Division - Social Workers:
1. The ability to consider the person’s psychological well-being and social context in
Psychosocial an evaluation process
Assessment
Behavioural Able to establish rapport with Can conduct a Able to internalize Observes
Indicators client thorough universal principles professional
assessment of the in social work standards for
Able to treat client objectively client’s bio Medical Social
psychosocial, Plans, develops and Workers
Able to engage client in a cultural, spiritual, coordinates with
cooperative relationship linguistic, community Refers qualified
economic and resources to ensure patients to any of
environmental continuous care and the community
issues outcome of plans resources that
could meet their
Applies the needs
provisions of
Administrative
Order 51-A series
of 2000 or A.O. 31
series of 2015
2. Social Case The ability to plan, seek, advocate for, and monitor services from different social
Management services or organization on behalf of client
Behavioural Administers their functions Able to prioritize Lays down available Recommends/refers
Indicators and interventions according unmet social services appropriate patient for ailment
to established code of ethics, needs to patients’ needs of needed services
guiding principles and core and programs
values of the profession of Able to deal with Observes principles
social work customers with of confidentiality
compassion,
patience and
understanding
P a g e 71 | 86
Technical Skill for Medical Doctors
Skills

dealing with various can explain clearly perspectives into Pays close
customers and peers. to customers the account during attention to
programs of the communication. what the other
Is able to raise questions agency. person is
briefly to gather personal Has a friendly and is saying, asking,
understanding from approachable and clarifying
customers and peers in work- Shares accurate will encourage questions and
related issues. information to others to speak rephrasing
others in a clear openly. what the
and concise person say’s to
manner. ensure
understanding.
Mentors and
guides others
to speak and
write
effectively.
P a g e 72 | 86
Technical Competencies for Nursing Division Personnel:
1. Quality The ability to be critical in the surveillance and coordination that reduce negative
Nursing Care outcomes of care
Behavioural Secures relevant data from Organizes relevant Validates the relevance of data Prioritizes critical and
Indicators patient and significant data that will lead to collected to further identify life threatening
others the prioritization of health problems problems based on
nursing diagnosis and the assessment.
Facilitate completion of interventions Correlates patient’s
relevant diagnostic diagnostic/laboratory results to Analyses results of
procedures as ordered Interprets diagnostic the patient’s clinical the assessment and
results manifestations diagnostic/laboratory
Identifies the nursing care result.
needed, sets goals for Plans a range of care Formulates nursing care plan
identified nursing problems strategies and based on actual clinical Modifies the plan of
and implements plan of approaches manifestation. nursing care suited
care based on actual for critical and life
identified problem Analyses effectiveness Formulates nursing care plan threatening patient
of nursing based on the actual clinical conditions.
Evaluates patients management manifestation and the risks
response based on set that may further threaten the Implement
goals condition of the patient. appropriate
intervention based
Modifies interventions based on anticipated
on patient’s response. critical scenarios.
Analyses the effectiveness and Monitors the effects

risk. of the nursing care
utilized on critical
and life threatening
scenarios.
2. Records
Management
Behavioural Observes records and Completes a Formulates measures for Performs regular
Indicators reports patient symptoms, comprehensive continuous quality review and updating
condition and progress of documentation and improvement on current of policies to
treatment and therapy. recording of all data systems and policies pertaining continuously
obtained from to record management. improve the record
assessment and care management.
using standards
methods, forms, and
protocols, while
maintaining client
confidentiality
P a g e 73 | 86
Table of Competency Levels per Unit/Division
Medical Division
MEDICAL
MS MS MO DENTIST MO DENTIST
CENTER CMPS
III II IV IV III II
CHIEF
CORE
1 Accountability 4 4 4 3 3 3 2 2
2 Integrity 4 4 4 3 3 3 2 2
3 Quality Costumer Focus 4 4 4 3 3 3 2 2
4 Environmental Commitment 4 4 4 3 3 3 2 2
5 Organizational Commitment 4 4 4 3 3 3 2 2
6 Interpersonal Relationship 4 4 4 3 3 3 2 2
7 Teamwork 4 4 4 3 3 3 2 2
8 Initiative 4 4 4 3 3 3 2 2
LEADERSHIP
1 Planning and Coordination 4 4 4 3
2 Networking 4 4 4 3
3 Conflict Management 4 4 4 3
4 Developing People 4 4 4 3
5 Directing and Managing Change 4 4 4 3
6 Leadership 4 4 4 3
7 Leading Innovation 4 4 4 3
8 Decisiveness 4 4 4 3
9 Managing Performance 4 4 4 3
ORGANIZATIONAL
1 Continuous Learning 4 4 4 3 3 3 2 2
2 Result Oriented 4 4 4 3 3 3 2 2
3 Personal Effectiveness 4 4 4 3 3 3 2 2
4 Adaptability 4 4 4 3 3 3 2 2
5 Stress Management 4 4 4 3 3 3 2 2
6 Emotional Maturity 4 4 4 3 3 3 2 2
7 Stewardship of resources 4 4 4 3 3 3 2 2
TECHNICAL
1 Communication skills 4 4 4 4 4 4 4 4
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Nursing Division
NURSE VI NURSE V NURSE IV NURSE III NURSE II NURSE I MIDWIFE INURSING ATTENDANT
NURSING ATTENDANT
RPTII II RPTIII I
CORE
1 Accountability 4 4 3 3 2 1 2 2 1 2 2
2 Integrity 4 4 4 3 2 1 2 2 1 2 2
3 Quality Costumer Focus 4 4 3 3 2 1 1 1 1 3 2
4 Environmental Commitment 2 2 2 2 2 1 1 1 1 2 2
5 Organizational Commitment 4 4 3 3 2 1 1 1 1 3 2
6 Interpersonal Relationship 4 4 3 3 3 1 2 2 1 3 2
7 Teamwork 4 4 4 3 3 1 1 1 1 3 2
8 Initiative 4 4 3 3 2 1 1 1 1 2 2
LEADERSHIP
1 Planning and Coordination 4 4 3 3 3
2 Networking 4 4 3 3 3
3 Conflict Management 4 4 4 3 3
4 Developing People 4 4 4 3 3
5 Directing and Managing Change 4 4 4 3 3
6 Leadership 4 4 3 3 3
7 Leading Innovation 4 4 3 3 2
8 Decisiveness 4 4 3 3 4
9 Managing Performance 4 4 3 3 2
ORGANIZATIONAL
1 Continuous Learning 4 4 4 3 3 2 1 1 1 3 2
2 Result Oriented 4 4 3 3 2 2 1 1 1 2 3
3 Personal Effectiveness 4 4 3 3 2 2 1 1 1 3 2
4 Adaptability 4 4 3 3 2 2 1 1 1 3 2
5 Stress Management 4 4 4 3 2 2 2 1 1 3 2
6 Emotional Maturity 4 4 3 3 2 2
7 Stewardship of resources 4 4 3 3 2 2 1 1 1 3 2
TECHNICAL
1 Quality Nursing Care 4 4 4 4 4 2 1 1 1 1 1
2 Record Management 4 4 4 4 4 2 1 1 1 1 1
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Administrative Division
Data
Engr
SAO ACC III ENGR III AOV ACC II ENGR II AOVI STAT II AOIII AOII AOI ADASIII ADASII Controlle MET II
Assist
r II
CORE
1 Accountability 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
2 Integrity 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
3 Quality Costumer Focus 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
4 Environmental Commitment 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
5 Organizational Commitment 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
6 Interpersonal Relationship 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
7 Teamwork 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
8 Initiative 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2
LEADERSHIP
1 Planning and Coordination 4 4 4 4 3 3 3 2 2 2 2
2 Networking 4 4 4 4 3 3 3 2 2 2 2
3 Conflict Management 4 4 4 4 3 2 2 2 2
4 Developing People 4 4 4 4 3 2 2 2 2
5 Directing and Managing Change 4 4 4 4 3
6 Leadership 4 4 4 4 3 3 3 2 2 2 2
7 Leading Innovation 4 4 4 4 3 3 3 2 2 2 2
8 Decisiveness 4 4 4 4 3 3 3 2 2 2 2
9 Managing Performance 4 4 4 4 3 3 3 2 2 2 2
ORGANIZATIONAL
1 Continuous Learning 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
2 Result Oriented 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
3 Personal Effectiveness 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
4 Adaptability 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
5 Stress Management 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
6 Emotional Maturity 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
7 Stewardship of resources 4 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2
TECHNICAL
1 Communication Skills 4 4 3 3 2 2 2 2 2 2 2 2 2 2 2 2
2 Attention to Details 4 4 3 3 2 2 2 2 2 2 2 2 2 2 2 2
3 Conceptual and Analytical 4 4 3 3 2 2 2 2 2 2 2 2 2 2 2 2
Thinking
4 Planning and Project 4 4 3 3 2 2 2 2 2 2 2 2 2 2 2 2
Management
5 Technical Writing 4 4 3 3 2 2 2 2 2 2 2 2 2 2 2 2
P a g e 76 | 86
Administrative (Continuation)
HOSPITAL WAREHOU ADAS I MET I AAIDE VI AAIDE V AAIDEIV WELDER I AAIDE III LAUNDRY SEC AAIDEII SEAMSTRE AAIDEI LAUNDRY
HOUSEKEE SEMAN II WORKER II GUARD I S WORKER I
PER II
CORE
1 Accountability 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 Integrity 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
3 Quality Costumer Focus 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
4 Environmental Commitment 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
5 Organizational Commitment 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
6 Interpersonal Relationship 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
7 Teamwork 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
8 Initiative 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
LEADERSHIP
1 Planning and Coordination
2 Networking
3 Conflict Management
4 Developing People
5 Directing and Managing Change
6 Leadership
7 Leading Innovation
8 Decisiveness
9 Managing Performance
ORGANIZATIONAL
1 Continuous Learning 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
2 Result Oriented 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
3 Personal Effectiveness 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
4 Adaptability 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
5 Stress Management 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
6 Emotional Maturity 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
7 Stewardship of resources 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
TECHNICAL
1 Communication Skills 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1
2 Attention to Details 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
3 Conceptual and Analytical Thinking 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
4 Planning and Project Management 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
5 Technical Writing 2 2 2 2 2 2 2
P a g e 77 | 86
Laboratory Department
MED TECH III MED TECH II MED TECH I MED LAB TECH
CHEMIST
II IILAB AIDE II
CORE
1 Accountability 3 2 2 2 2 1
2 Integrity 3 2 2 2 2 1
3 Quality Costumer Focus 3 2 2 2 2 1
4 Environmental Commitment 3 2 2 2 2 1
5 Organizational Commitment 3 2 2 2 2 1
6 Interpersonal Relationship 3 2 2 2 2 1
7 Teamwork 3 2 2 2 2 1
8 Initiative 3 2 2 2 2 1
LEADERSHIP
1 Planning and Coordination 3
2 Networking 3
3 Conflict Management 3
4 Developing People 3
5 Directing and Managing Change 3
6 Leadership 3
7 Leading Innovation 3
8 Decisiveness 3
9 Managing Performance 3
ORGANIZATIONAL
1 Continuous Learning 3 2 2 2 2 1
2 Result Oriented 3 2 2 2 2 1
3 Personal Effectiveness 3 2 2 2 2 1
4 Adaptability 3 2 2 2 2 1
5 Stress Management 3 2 2 2 2 1
7 Stewarship of Resources 3 2 2 2 2 1
TECHNICAL
1 Attention to details 3 2 2 2 2 1
2 Conceptual and Analytical Thinking 3 2 2 2 2 1
3 Communication Skills 3 2 2 2 2 1
4 Leveraging Technology 3 2 2 2 2 1
5 Planning ang project Management 3 2 2 2 2 1
6 Technical Writing 3 2 2 2 2 1
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Pharmacy Section
PHARMACIST III PHARMACIST II PHARMACIST I
CORE
1 Accountability 3 2 2
2 Integrity 3 2 2
3 Quality Costumer Focus 3 2 2
4 Environmental Commitment 3 2 2
5 Organizational Commitment 3 2 2
6 Interpersonal Relationship 3 2 2
7 Teamwork 3 2 2
8 Initiative 3 2 2
LEADERSHIP
2 Networking 3
3 Conflict Management 3 2
4 Developing People 3 2
6 Leadership 3 2
7 Leading Innovation 3 2
8 Decisiveness 3 2
9 Managing Performance 3 2
ORGANIZATIONAL
1 Continuous Learning 3 2 2
2 Result Oriented 3 2 2
3 Personal Effectiveness 3 2 2
4 Adaptability 3 2 2
5 Stress Management 3 2 2
6 Emotional Maturity 3 2 2
7 Stewardship of Resources 3 2 2
TECHNICAL
1 Inventory Management 3 2 2
2 Attention to details 2 2 2
3 Analytical thinking 2 2 2
4 Communication Skills 3 2 2
5 Leveraging Technology 2 2 2
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Medical Social Workers
Social
SWO III SWO II SWO I welfare
assistant
CORE
1 Accountability 3 2 2 2
2 Integrity 3 3 3 2
3 Quality Costumer Focus 3 2 2 2
4 Environmental Commitment 2 2 2 2
5 Organizational Commitment 2 2 2 2
6 Interpersonal Relationship 3 2 2 2
7 Teamwork 2 2 2 2
8 Initiative 3 3 3 2
LEADERSHIP
1 Planning and Coordination 3 3 3
2 Networking 4 4 4
3 Conflict Management 4 4 4
4 Developing People 3 3 3
5 Directing and Managing Change 4 3 1
6 Leadership 3 3 3
7 Leading Innovation 3 3 3
8 Decisiveness 3 2 1
9 Managing Performance 4 3 1
ORGANIZATIONAL
1 Continuous Learning 4 4 4 2
2 Result Oriented 4 4 4 2
3 Personal Effectiveness 4 4 4 2
4 Adaptability 3 3 3 2
5 Stress Management 3 3 3 2
6 Emotional Maturity 4 4 4 2
7 Stewardship of Resources 4 4 4 2
TECHNICAL
1 Psychosocial Assessment 4 3 2 2
2 Social Case Management 4 3 2 2
3 Communication Skills 2
4 Attention to Details 2
5 Conceptual and Analytical Thinking 2
6 Planning and Project Management 2
7 Technical Writing 2
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Medical Imaging Department
RAD TECH III RAD TECH II RAD TECH I
CORE
1 Accountability 3 2 2
2 Integrity 3 2 2
3 Quality Costumer Focus 3 2 2
4 Environmental Commitment 3 2 2
5 Organizational Commitment 3 2 2
6 Interpersonal Relationship 3 2 2
7 Teamwork 3 2 2
8 Initiative 3 2 2
LEADERSHIP
2 Networking 3
3 Conflict Management 3
6 Leadership 3
7 Leading Innovation 3
8 Decisiveness 3
ORGANIZATIONAL
1 Continuous Learning 3 2 2
2 Result Oriented 3 2 2
3 Personal Effectiveness 3 2 2
4 Adaptability 3 2 2
5 Stress Management 3 2 2
6 Emotional Maturity 3 2 2
7 Stewarship of Resources 3 2 2
TECHNICAL
1 Attention to details 3 2 2
2 Conceptual and Analytical Thinking 3 2 2
3 Communication Skills 3 2 2
4 Leveraging Technology 3 2 2
5 Planning ang project Management 3 2 2
6 Technical Writing 3 2 2
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Dietary Unit
Administrative
Nutritionist Nutritionist Cook Cook
Aide III -
Dietician III Dietician I II I
Dietary
CORE
1 Accountability 3 2 2 1 2
2 Integrity 3 2 2 1 2
3 Quality Costumer Focus 3 2 2 1 2
4 Environmental Commitment 2 2 2 1 2
5 Organizational Commitment 2 2 2 1 2
6 Interpersonal Relationship 3 2 2 1 2
7 Teamwork 3 2 2 1 2
8 Initiative 3 2 2 1 2
LEADERSHIP
1 Planning and Coordination 4 2
2 Networking 3 2
3 Conflict Management 4 3
6 Leadership 3 2
7 Leading Innovation 3 2
8 Decisiveness 3 1
ORGANIZATIONAL
1 Continuous Learning 3 2 1 1 1
2 Result Oriented 4 2 1 1 1
3 Personal Effectiveness 4 2 1 1 1
4 Adaptability 3 2 1 1 1
5 Stress Management 3 2 1 1 1
6 Emotional Maturity 4 2 1 1 1
7 Stewardship of Resources 4 2 1 1 1
TECHNICAL
1 Attention to details 3 3 2 2 2
2 Analytical thinking 3 3 1 1 1
3 Planning and Project Management 3 2 1 1 1
4 Safety and Health Compliance 4 4 2 2 2
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Other Ancillary Positions
Psychologist II CMT II HEPO II HEPO I CMT I Dental Aide
CORE
1 Accountability 2 2 2 1 2 2
2 Integrity 2 3 2 1 2 2
3 Quality Costumer Focus 3 2 3 1 2 2
4 Environmental Commitment 2 2 2 1 2 2
5 Organizational Commitment 2 2 2 1 2 2
6 Interpersonal Relationship 4 2 2 1 2 2
7 Teamwork 3 3 2 1 2 2
8 Initiative 3 3 2 1 2 2
LEADERSHIP
1 Planning and Coordination 3 2 2 2 2
2 Networking 1 2 2 2 2
3 Conflict Management 3 2 2
4 Developing People 2 2 2
5 Directing and Managing Change 3 2
6 Leadership 3 2 2 2 2
7 Leading Innovation 3 3 2 2 2
8 Decisiveness 1 2 2 1 1
9 Managing Performance 1 2 2
ORGANIZATIONAL
1 Continuous Learning 3 3 2 2 2 1
2 Result Oriented 2 3 2 2 2 1
3 Personal Effectiveness 2 2 2 2 2 1
4 Adaptability 3 2 2 2 2 1
5 Stress Management 2 2 2 2 2 1
7 Stewardship of resources 2 3 2 2 2 1
TECHNICAL
1 Attention to Details 2 2 2 2 1 1
2 Conceptual and Analytical Thinking 2 2 2 2 1 2
3 Planning and Project Management 2 2 3 2 2 2
4 Psychological Assessment and Report 2
Writing
5 Counselling Skills 2
6 Research Skills 3 2 1 1
7 Technical Writing and Creative Writing 3 2 1 1
8 Leveraging Technology 3 2 1 2 1
P a g e 83 | 86
Annex H
NEW HIRES/APPOINTEES INDUCTION AND ON-BOARDING PROGRAM
The following is the standard On-Boarding Program of Caraga Regional Hospital which shall be adopted
for new entrants:
BEFORE THE EMPLOYEE’S START DATE

Outcomes: This is a welcoming work environment with informed colleagues and a fully-equipped work
space; new employees feel “settled in” on their first day.
Schedule and Job Duties
 Meet with the concerned Department Head for discussion on the details
 Prepare appointment, oath of office , job description
Work Environment
 Work with the Department Head for the allocation of office space and equipment for the new
employee.
FIRST DAY- FIRST WEEK

Outcomes: The employee feels welcomed and prepared to start working; begins to understand the
position and performance expectations.
Oath of Office and General Welcome
 Facilitate the Oath Taking and Signing of Appointment of the new Employee
 Meet and Greet with colleagues
 Meet and Greet with the Department Head and peers in the office
General Orientation
 Provide an overview of the functional area – its purpose, organizational structure, and goals.
 Review job description, outline of duties, and expectations.
 Present the CRH VMG
 Orient on Office Policies
 Orient on Administrative Matters and Requirements
 Orient on Benefits and Privileges
 Orient on Employee Discipline
 Orient on HR Systems and Programs
SECOND WEEK- 1 MONTH

Outcomes: New employee builds knowledge of internal processes and performance expectations; feels
settled into the new work environment.
Schedule, Job Duties, and Expectations
 Give employee his/her initial assignment. (Make it something small and doable.)
 Debrief with employee after he/she attends initial meetings, attends training, and begins work
on initial assignment. Also touch base quickly each day.
 Provide additional contextual information about the department and organization to increase
understanding of the purpose,
 Explain the annual performance review and goal-setting process.
 Review the process related to the probationary period.
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FIRST MONTH-THREE MONTHS
Outcomes: Employee is cognizant of his/her performance relative to the position and expectations;
continues to develop, learn about the organization, and build relationships.
 Schedule and conduct regularly occurring one-on-one meetings.
 Continue to provide timely, on-going, meaningful “everyday feedback.”
 Elicit feedback from the employee and be available to answer questions.
 Explain the performance management process and compensation system.
 Discuss performance and professional development goals. Give employee an additional
assignment.
Training and Development

 Ensure employee has attended Human Resources New Employee Orientation.
 Ensure employee is signed up for necessary training.
THREE MONTHS- SIX MONTHS

Outcomes: Employee is becoming fully aware of his/her role and responsibilities, beginning to work
independently and produce meaningful work. He/she continues to feel acclimated to the environment,
both functionally and socially.
 Continue having regularly occurring one-on-one meetings.
 Meet for informal three-month performance check-in.
 Continue giving employee assignments that are challenging yet doable.
 Create written performance goals and professional development goals.
 Discuss appropriate flexible work options.
 Ensure employee attended a New Employee Orientation session. Request the employee
provide feedback on the sessions and share as appropriate.
 Ask if needed training is completed.
 Provide information about continued learning opportunities
SIX MONTHS- ONE YEAR

Outcomes: Employee has gained momentum in producing deliverables, has begun to take the lead on
some initiatives, and has built some relationships with peers as go-to partners. Employee feels confident
and is engaged in new role while continuing to learn.
 Conduct six-month performance review.
 Review progress on performance goals and professional development goals.
FIRST YEAR [BETWEEN SIX AND TWELVE MONTHS]

Outcomes: Employee is fully engaged in new role – applies skills and knowledge, makes sound
decisions, contributes to team goals, understands how his/her assignments affect others in the
organization, and develops effective working relationships. He/she has a strong understanding of the
agency’s mission and culture. Employee continues to be engaged in his/her role and has gained greater
confidence in position; begins to take on additional assignments and works with some level of
autonomy.
P a g e 85 | 86
 Celebrate successes and recognition of employee’s contributions.
 Continue providing regular informal feedback; provide formal feedback during the annual
review process.
 Have a conversation with employee about his/her experience at the agency to date:
o Extent to which employee’s expectations of role align with reality.
o Extent employee’s skills and knowledge are being utilized and ways to better utilize
them; what’s working, what they need more of, etc.
o Begin discussing the year ahead.

 Discuss employee’s professional development goals and identify relevant learning
opportunities.
-Nothing Follows-
P a g e 86 | 86

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An Employment Guide for the

Human Resource Management

SEC E. RECRUITMENT PLAN

Human Resource is the key necessity in running and maintaining an

Today's rapidly changing service environment demands that organizations

Placement or Induction on the other hand refers to the process of

Caraga Regional Hospital Recruitment, Selection and Placement Manual (RSP

SECTION B. SUPPLEMENT TO MERIT AND PROMOTION PLAN

SECTION C. AGENCY STAFFING PATTERN

The agency staffing pattern is based on the latest approved Plantilla of

SECTION D. EQUAL EMPLOYMENT OPPORTUNITY PRINCIPLE

The Caraga Regional Hospital is an employer-agency advocating for equal

SECTION E. RECRUITMENT PLAN

Among the strategies are as follows:

3. Applicants during Local Job Fairs.

Caraga Regional Hospital shall establish an applicant pool among walk-in

SECTION F. SELECTION AND PLACEMENT PLAN

A. The Human Resource Merit, Promotion and Selection Board

1. First and Second Level HRMPSB

1.2 In case there is no accredited employee union in the agency, the

2.1 The members of the Medical HRMPSB are as follows:

1. The HRMPSB shall evaluate applicants in accordance with the agency

5. To facilitate completion of the assessment process, the HRMPSB shall set

6. To reiterate Section 94 of CSC MC 24, s. 2017, the HRMPSB shall maintain

C. Competency-Based Hiring and Screening of Applicants

The following POLICIES shall guide the HUMAN RESOURCE MERIT,

1. Competency-Based Publication of Vacant Positions

2. Qualification Standards and Document Evaluation

2.1 The Human Resource Management Office – Human Resource Development

2.3 Sample Merit Point System

A.2 Awards Received – Total of 8 Points

Educational Attainment (A.1 + A.2) or (12 + 8) = 20 points

II. Training and Study Grants – Total of 20 points

III. Relevant Experience – Total of 30 points

IV. Eligibility – Total of 10 points

Eligibility Point Score

Education A.1+A.2 = Total Rating

Relevant Experience Rating

Sample QS Computation for entry positions:

([Education + Training +Experience + Eligibility] X 100 %) x 0.40

2.5 Other information pertaining to civil service commission memorandum

3. Screening Evaluation Presentation to the HRMPSB

4. HRMPSB Conduct of Pre-Screening

5. The Competency Based Assessment

5.5 The following Competency Assessment Matrix is an example of the scoring

The COMPETENCY ASSESSMENT MATRIX:

6. HRMPSB Conduct of Actual Screening

6.1 In cases where Behaviour-Based Interviewing will be adopted by the

6.2 In cases where the assessment done is an essay examination, simulation,

7. HRMPSB Conduct of Post Screening

8. Submission of Results of Deliberation to the Appointing Authority

8.4 A background investigation report shall be submitted directly to the

A. Monitoring and Review of the RSP

To be effective, the Caraga Regional Hospital Recruitment and Selection and

a. The effectiveness of the plan is assessed by verifying the critical

The agency shall come up with monitoring and evaluation mechanisms so as to

MONITORING PLAN MATRIX

2.The HRM Office No. of Document Internal End of every year of

Caraga Regional Hospital adopts a multi-method approach in evaluating the

SECTION H. COMMUNICATION PLAN

A communication plan outlines how Caraga Regional Hospital disseminates

Communication Plan Matrix

NAME OF APPLICANT: _____________

NAME OF COMPETENCY: ___________________________ Rating: _