CHECKLIST ON THE IMPLEMENTATION OF HUMAN RESOURCE(HR) SYSTEM IN SDOs

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    Dear Sir/Madam

    Please check the appropriate column corresponding to your responses on the extent of practices of Human Resource (HR) System in your School Division Offices (SDOs) in each indicator below.

    I. Recruitment, Selection and Placement of Personnel

    1. Publish and post the vacant positions -( 15 working days) and receipt of application. -
    2. For the new positions, SDO conducted the preliminary processes of screening and assessment of personnel.
    3. There is composition of the Personnel Selection Board (PSB) in Schools Division Offices.
    4. Posting of selection line -up(ranking) within 15 calendar days
    5. Upon receipt of the Deployment Report (Allocation) from the Regional Planning Office, the schools Division Office conducted recruitment and selection procedures for new positions as stipulated in DO No. 66 s. 2007.
    6. Protest and other problems encountered in the selection process are answered and addressed smoothly adhering to the DepEd Rules and Regulations as well as the Civil Service Commission Policies and Guidelines.
    7. Placed personnel who qualify during the regular selection process were issued with reappointment for promotion. The vacated position was declared vacant.
    8. Developed an HR-Transition plan for the newly hired positions.
    9. New Recruits in the SDO undergone an Induction Program
    10. Facilitated the exit of retirees and separated personnel (Exit Plans)
    11. Papers pertaining to the guidelines on the recruitment, Selection and Placement of Personnel was compiled, recorded and transparent to all applicants.
    12. Recommendation from high official is necessary.
    13. The Superintendent has the final say on who is to be placed on the vacant position.
    14. School where the applicant graduated is a consideration.
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    II. Training and Development

    1. Identify needs of the participants
    2. Create Training Management Team
    3. Orientation of the Training Staff
    4. Inventory of the training Materials to check adequacy and appropriateness was properly done.
    5. Inventory of support materials and equipment to check availability, seviceability and adequacy is properly done
    6. Logistical arrangements and responsiveness to the needs of the program was ensured.
    8. Prepare the list of the participants
    9. Prepare the training venue
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    1. Have professional experience
    2. Possess expertise in the training program content area.
    3. Have strong personal/interpersonal qualities
    4. Have very good communication Skills
    5. ICT Literate
    6. Facilitation is skills evident
    7. Chosen by superiors even not qualified
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    1. Topics are relevant to the needs of the participants
    2. Time allotment for the topic was adequate
    3. Activities were appropriate to the participants
    4. Sessions were well planned
    5. Sessions starts and ends on the scheduled time
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    1. Participation is based on the needs
    2. Participation maximizes representation from target group.
    3. Training proposal is approved
    4. Training Packages are complete
    5. Standard procedures in the conduct of training is obseved.
    6. Venue can accommodate the participants comfortably.
    7. Venue has enough facilities and space for needed activities such as workshop
    8. Accommodation is secure and safe
    9. Proposed menu consider diet restriction/requirements.
    10. Training materials follow standard guidelines: readability, and quality
    11. Training materials are adequate for all the participants
    12. Provisions for emergencies is provided
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    III. Performance Management

    1. 1. Office KRAs, Objectives and Performance Indicators areanchored to the overall organizational outcomes.
    2. Individual KRAs, Objectives and Performance Indicators are anchored to the office KRSs and objectives.
    3. The head of office, in coordination with the Planning Office, ensure alignment of the office plans and commitments to the overall organizational outcomes.
    4. The IPCRF is accomplished by the individual personnel that reflect the Individual KRAs, Objectives and Performance Indicators.
    5. The head of office, in coordination with the Planning Office, defined the office KRAs as anchored on the overall organizational outcomes
    6. The head of office had set three (3) objectives per office KRA.
    7. The timeline is set by the head of office with the planning office; while the timeline for the individual Objectives was discussed and agreed by the rater and the ratee.
    8. Weights for each office KRA was assigned by the head of office in coordination with the planning office; while the weights for each of the individual KRAs was discussed and agreed upon by the rater and ratee.
    9. Using the 5 (5) – point rating scale, the head of office identified a performance indicator for each of the office objectives; while the rater and the ratee identified and agreed on the performance indicator for each of the individual objectives
    10.The rater discussed with the ratee the competencies required of the individual personnel.
    11. Adopted four classes of competencies: Core behavioural, leadership, staff core skills and teaching competencies.
    12. The ratee’s demonstration of the required competencies was monitored to effectively plan the interventions needed for behavioral and professional development.
    13. The rater and the ratee committed and reached an agreement by signing the OPCRF and IPCRF.
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    1. The performance monitoring and coaching commenced after the rater and the ratee commit on the KRAs, Objectives and Performance Indicators, and signed the OPCRF and IPCRF.
    2. Performance monitoring provided key inputs and objectives basis for rating.
    3. Coaching and feedback provided by the rater and/or sought by the ratee that improved work performance and behavior.
    4. The Performance Monitoring and Coaching Form ( PMCF) captured the significant incidents, that happened to the ratee.
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    1. The performance review and evaluation was done at the end of the performance cycle that assess the office and individual employee’s performance level based on the commitments and measures as contained in the signed OPCRF and IPCRF.
    2. A mid-year review was done to determine the progress in achieving the Objectives
    3. During the mid-year review, the rater informed in writing the ratee of the status of performance, in case of an Unsatisfactory or Poor performance. Coaching, feedback and appropriate interventions were provided.
    4. Rating for planned and/or intervening tasks had supported by reports, documents or any output as proofs of actual performance
    5. The OPCRF and IPCRF had accomplished and completed.
    6. The rater and the rate discussed and agreed on the actual accomplishments and results based on the performance commitments and measures made at the beginning of the rating period.
    7. In the actual accomplishments and results, each of the objectives was rated using the specified RPMS rating scale.
    8. The plus factor was considered as another KRA.
    9. Upon determining the overall rating for the actual accomplishments and results, the rater and rate agreed by signing the OPCRF and IPCRF.
    10. The rater discussed with the ratee the set of competencies observed during the performance cycle.
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    1. The results of the performance review and evaluation was used in the performance rewarding and development planning.
    The rater discussed and provided qualitative comments, observations and recommendations in the individual employee’s performance commitment, competency assessment and significant incidents which was used for training and professional development.
    3. The rater and the rate identified and discussed the individual’s strengths and development needs, and reflect them in the Part IV-Development Plans of the IPCRF.
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    IV. Employees Rewards and Recognition

    1. The Program on Awards and Incentives for Service Excellence (PRAISE) Committee establish a mechanism for identifying. selecting, rewarding and providing incentives to deserving employees at the start of each year.
    2. The PRAISE identify outstanding accomplishments, best practices of employees on a continuing basis.
    3. Provide incentives and interventions to motivate employees who have contributed ideas, suggestions, inventions, discoveries, superior accomplishments and other personal efforts
    4. The PRAISE committee of the SDOs ensure the productivity, innovative ideas, suggestions and exemplary behavior that can identifies, considered, managed and implemented on a continuing basis to cover employees at all levels.
    5. Issues relative to awards and incentives was brought before the PRAISE Committee which l address the same within 15 days from the date of submission.
    6. Nominees for an award are recommended by the immediate superior with complete supporting documents
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