HR/OD Intervention Design Specification

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx1 of 8 HR/OD Intervention Design Specification Name of Partner Organisation: Acronym Category: Alignment to the Statement of Commitment (SOC) Type of Organisation Civil Service Commission CSC Core Partner Organisation (CPO) Transparent Accountable and Effective Governance Public Title of HR/OD Intervention Partner Organisation s Sponsor/ Champion for this HR/OD Intervention Assigned HRODF Adviser/Associate 1. Background Information Leadership Certification Program Phase 2 Training of Trainers/SMEs and Learning Managers Executive Director Arthur Luis P. Florentin, CSI, CSC Milalin Javellana This describes current situation of partner organisation. Recent developments that may impact this HROD intervention. Indicate how this HR/OD intervention will complement/contribute to initiatives that address the program thrust of the SOC and that of the partner organization. The Civil Service Commission (CSC) is the central human resource institution and adviser to the President on the management of the Philippine bureaucracy s human resources. In the last quarter of 2010, the CSC adopted the Performance Governance System (PGS) to more actively pursue its mandate and core reform agenda, which is Efficient and effective human resource management and development for the Philippine bureaucracy. CSC revisited its vision, mission and strategies and developed a Strategy Map and Governance Scorecard to guide its transformation to being more citizen- and client-centered; more strategic in terms of formulating and implementing policies; more results-oriented instead of overly focused on procedures; and more empowering and entrepreneurial in its management culture and style. There are eight strategic initiatives that would propel the Commission to its desired state to become an excellent public sector human resource and organizational development center in the Philippines and in Asia, to include: Strategic Performance Management System (SPMS), Anti-Red Tape, ISO Certification of CSC processes, administration of CSC exams and training programs, adjudication of cases, competency-based HRMD systems including competency-based qualification standards, Leadership Development and the Program to Institutionalize Meritocracy and Excellence in HRM (PRIME-HRM). The CSC is institutionalizing the competency-based Human Resource systems, specifying the core, organizational, technical and leadership competencies required for each position in public agencies. Executives, managers, and division chiefs who assume critical roles and responsibilities must possess leadership competencies for them to become more effective in achieving organizational success. The existing CSC qualification standards provides that appointment to division chief, executive/managerial positions in the second level must have a Master s degree in addition to the

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx2 of 8 eligibility, experience and training requirements. The CSC through PAHRODF spearheaded among others, the Strengthening of the Civil Service Institute, the Program for Leaning and Development and the Development of a Certification System leading to a Certificate in Leadership and Management. The Certification System is a new pathway for fulfilling the education requirement (Master s degree) for the above mentioned positions. The Leadership Certification Program (C-PRO) is composed of competency-based training validated through a competency test. The C-Pro is designed to develop and assess the skills of a manager in line with the Leadership Competency Framework adopted by the Commission, which are: Building collaborative and inclusive working relationships; Thinking strategically; Leading change; Creating and nurturing a high performing organization; and Managing performance and coaching for results. To achieve Certification of Competency, the candidate will have to be assessed as being competent in each of the areas. There are two tracks to achieve the certification: The training track: in which the candidate will participate in a series of workshops and undertake a 90 day action learning project. The recognition of prior learning track: if the candidate has already demonstrated the competencies in the past, can go straight for an assessment. A benchmarking activity was done to study the certification process of other local and international agencies. Focus group and round table discussions were held to validate the CSC leadership competencies as applicable for the entire bureaucracy. A pilot run of the 5 Leadership competencies training modules was conducted with 25 CSC participants holding supervising specialist positions. Action learning is on-going. 14 Action Learning Team (ALT) Coaches who were also trained earlier provide coaching sessions during the 90-day period of the projects of the participants. A pool of assessors will be trained on the competency assessment instruments and to evaluate the portfolio and performance of the candidates at the end of the 90-day action learning. Targeted capacity area by this HR/OD intervention. (Snapshot of capacity level based on initial OA Report and other updates, as available) The C-Pro is a new and major program of the Commission. A pool of SMEs is yet to be established and a mastery of the 5 Leadership competencies and their ability to facilitate the modules is needed. Given the security and confidentiality issues on the program design, processes, forms and templates to use, the CSI staff shall be trained to effectively and efficiently implement the program. Thus, capacity to manage and sustain the implementation of the program including team development to facilitate clarification of roles shall be strengthened.

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx3 of 8 CSI lacks sustainable marketing strategies for the C-Pro 2. Workplace Development Objective (WDO) These describe the hierarchy of objectives related to this HROD Intervention Development Impact (What are the benefits to the community or external clients that can be derived from the improvement in capacities and organisation outcomes? What improvement do we expect to see in the organisation s service delivery?) Improved Qualification Standards for Division Chiefs of the bureaucracy, in relation to educational eligibility Improved leadership proficiency levels of Division Chiefs and other middle level management of the bureaucracy Organisational Outcome (What improvements in the organisation s processes, systems, strategies, policies and structures, and mechanisms do we expect to see with improved individual competencies? Certification Program (C-PRO) business process established and institutionalized with competent team and structure to implement the C-PRO (e.g., training phase) Candidates application, enrolment and records system (e.g., database) established Accreditation program for C-PRO SMEs functional and complementary with other CSI Learning Service Provider (LSP) accreditation program C-PRO Marketing and communication mechanisms and collaterals in place Inter-office collaboration enhanced in the implementation C-PRO, particularly among CSI, HRPSO, OHRMD, PAIO, ERPO, OFAM, and Regional Offices Formal Arrangements with other key government offices (e.g., DILG, DBM) established to ensure successful implementation of C-PRO. Output/s (What outputs will the core participants need to complete as a demonstration of the new or enhanced competencies?) Pool of Certified SMEs (internal and external) for C-PRO modules who are competent on the following: platform skills, facilitating structured learning exercises, processing of learning, and designing session plans. Pool of CSC/CSI learning managers who are competent on the following: management of learning, faculty coordination, management of action learning coaches, integration of sessions including classroom, and action learning project implementation Collaterals and other marketing activities for the implementation of C-PRO including infographics of C-PRO and the 5 leadership competencies Enhanced training modules with corresponding instructional materials based on the review and evaluation of the modules, including the facilitator and participant guide

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx4 of 8 C-PRO SMEs assessment tool/s (proof of platform and facilitation competencies) Pool of eminent and engaging resource persons who can share experiences and insights on the leadership competencies Guides or job aides on building and facilitating SMEs (faculty of the particular batch) for CSI facilitators Agreed roles and responsibilities among the key stakeholders in the implementation of C- PRO, eg., CSI and regional offices in marketing C-PRO Enhanced Monitoring and evaluation framework, methodology and tools of C-PRO (training component) Competency/ies (What functions/tasks will the core learners be able to perform better as a result of the HR/OD intervention Please provide self-assessment competency level using HRODF competency tool. Specify the targeted improvement in competency level as a result of this HROD intervention. Indicate other specific technical competencies targeted by this HROD intervention, if applicable. At the end of the intervention, the core participants will be able to: CSI - Implement, manage, monitor and evaluate the Leadership Certification Program (training component) - Enhance and manage the C-PRO SMEs Accreditation system and process - Assess L&D competencies, particularly L&D facilitation of SMEs - Manage and facilitate SMEs and action learning coaches during before and during training, manage learning during training session and monitor the implementation of sessions. Subject matter experts (SMEs) - Conduct and facilitate their assigned leadership training modules. - Design session plans of their assigned leadership training modules - manage and synthesize learning, link topics and modules - Develop evaluation of learning methodology of their assigned modules - Describe C-PRO and its action learning approach. Condition/s (What organisational support will be provided by the partner organisation to achieve the expected outputs and/or organisational outcomes? ) Policy and new Qualification Standards (QS) on Leadership competencies disseminated to the public sector; Commitment by all levels of CSC, from the management down to the concerned; staff, to participate in all activities related to the achievement of the expected outputs; Allotment of time to conduct/administer technical and administrative activities relative to the project;

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx5 of 8 Willingness of the Commission to improve its business process on Accreditation of LSPs; Openness of the central and regional offices and staff to have a common understanding and strategies on the Certification Program Standard/s (What criteria will be used by the partner organization to consider the outputs acceptable, relevant to the target users?) Pool of credible SMEs Learning Managers/Facilitators proficient in managing the C-PRO classroom training and Action Learning Positive feedback and evaluation of the SMEs by the participants 3. Details on Current Situation that the HROD Intervention will address Types of HROD intervention<put an X mark on the types of intervention activities that will be used> Type Brief Description Individual Counseling /Coaching Training Individual Goal Setting People-Policy Development Procedures Manuals An intervention designed to formalize / sustain helping relationships in which individuals may relate their problems to sympathetic listeners or be advised how to deal with work or interpersonal problems. An intervention designed to provide individuals with knowledge, skills, or attitudes that may be applied immediately on the job. An intervention intended to increase planning for performance improvement between employees and their immediate supervisors. An intervention designed to establish broad guidelines for action to be followed by employees when they encounter common problems in the course of their work. An intervention designed to establish or formalize methods of handling common problems encountered by people in an organization. The procedures stem from the organization s policies. Team or Unit TeamBuilding Quality of work Life An intervention designed to increase cohesiveness / cooperation of people who work together. An intervention designed to improve working conditions and to increase employee participation in decisions that affect them and their organizations.

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx6 of 8 Unit Goal Setting Conflict Management Process Consultation An intervention designed to help members of a work group to establish goals (often involving production output) for their work group. An intervention designed to reduce destructive conflict between members of a work unit An intervention designed to focus attention on how individuals or groups interact Intergroup Work-Flow Planning Inter-organisational Development Intergroup-Conflict Management Cross-Functional Training An intervention designed to plan the flow of work between two or more components of an organization. An intervention in which two groups or organizations work together to establish and / or maintain more effective relationships. An intervention designed to deal with destructive conflict between two or more work units. An intervention designed to provide individuals or groups with the knowledge they need to function with another unit or organization. Total Organization Culture Transformation An intervention designed to change assumptions about the right and wrong ways of doing things. From McLean, G., Sullivan, R. (1989).Essential Competencies of Internal and External OD Consultants, p.8. Unpublished manuscript. Special features of this HR/OD intervention (Non-negotiable for the LSP). If training and coaching will be used as learning approaches/methodologies to be implemented as first or second activity/ies in the proposed design, LSPs will provide a detailed training activity and coaching plans. (Please use the Training and Coaching templates). Conduct of Training : SMEs in the 5 leadership modules with practicum to assess the SMEs delivery of the modules (internal 25 pax; external 15 pax) Training modules are already developed and piloted in Phase 1 (including facilitators guide and participants guide). Each module is for 2 days. The number of days for the practicum is expected to be proposed by the LSP. The LSP is also expected to propose the scheme for the training. It is not expected to be delivered in straight days since the participants may not be available to be away from their workplace. It is expected that the LSP will propose the trainers who have proven expertise in the leadership subject/modules.

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx7 of 8 Learning management for learning managers including practicum (CSC/CSI 10 pax) Assessment of SMEs, particularly in facilitating learning (internal -5 pax ; external 5 pax) Action Learning training to be part of the SME and Learning Managers training. Marketing & communication collaterals development and production. Launching collaterals to be used during the May HR Symposium, e.g., video, hard copies, infographic Job aides 50 copies of forms and templates Production of 25 copies of the 5 leadership module designs (facilitators guide and participants guide) CSC will provide counterpart funds for the travel of regional participants. Some of the training/learning sessions can use the CSC training rooms. Food during training (non-residential) will be part of the financial proposal. Some training is expected to be residential (out of Metro-Manila). This should be budgeted in the financial proposal. Description of the teams/group of participants from the partner organization s target units who will be directly involved (core participants, process owners, HR contact, and M&E team/person) in the HR/OD intervention. Describe their roles and accountabilities that are related to the WDO targets. Please indicate the units where the M&E team members/person are located. CSI Leadership and Foundation Program Team CSI is the research and training arm of the Commission. In 2013, CSI was strengthened to keep pace with development trends and established its new business model. Further, CSI created its new curriculum framework with HROD, Leadership and Foundation Programs. The Leadership and Foundation Team focus on leadership and management development, including conduct of the Public Service Values Program, Supervisory Development Program, elective Leadership Courses and the Certification Program. The team composed of Director III, Acting Chief HR Specialist, two (2) Senior Specialists, two (2) Personnel Specialists, one (1) Administrative Assistant and one (1) Contract of Service. SMEs (internal) 25 CSC Senior Officers from Director II to Assistant Commissioner level who will compose the pool of SMEs for the Leadership Certification Program once the program is rolled out in the bureaucracy Assistant Commissioner/Executive Director (2), Director IV (7), Director III (8) and Director II (8) representing the Central Office (15) and Regional Offices (10). The above are the CORE participants. It is understood that CSC Chair and 2 Commissioners, central offices Directors and Regional Directors will be involved in various consultation and approval workshops and meetings. 1. Action Plan Description of proposed Action Plan/s of the Unit (process owners). The Action Plan is a major deliverable in all HR/OD interventions. It shall contain identified activities and milestones that will demonstrate the transfer learning to the workplace and lead to sustained institutionalisation of the outcomes of the HROD interventions. (Please refer to the Standards for Delivering HR/OD Interventions) There are two types of Action Plans. The first is the Re-entry Plan (REAP) that will be used when

150220HRODFCSCCertificationProgramTrainingSMEsandLearningManagersFinal.docx8 of 8 improvement in competency level is targeted. This is a mechanism to implement specific learning outputs. Generally, the REAP will be developed and implemented by individual participants. (Please refer to REAP template) The second type of Action Plan is the Sustainable Action Plan (SAP). It focuses on planning to sustain the institutionalisation of the improved targeted organisational outcome for effective service delivery, e.g., improved processes, systems. The SAP will be developed by the process owner and implemented by the concerned offices. The SAP should incorporate a change management framework and communication strategies. (Please refer to sample template). Please note that the LSP is not required to submit the proposed activities for the development of the SAP in the technical proposal. This will be done by the winning LSP. Action Planning Process: The learning service provider shall assist the process owners and participants in developing and producing the Action Plans. This will be prepared by individuals or by work-team units tasked to implement targeted levels of objectives articulated in the WDO. Individual REAPs targeting same organisational outcome must complement each other. This will be reviewed and approved by the management of the partner organisation to ensure that necessary resources for the Action Plans implementation are included in the Plans REAP objectives are expected to be completed within 1 year while SAP completion is within 2 years. Action Plan Submission: All SAPs and REAPS have to be submitted to HRODF as part of the deliverables/completion requirements. The LSP will ensure that the approved SAP and REAP are uploaded in the web. The signed printed SAP and REAP shall be part of OD completion report. REAP of SMEs: a. Conduct of at least one module (team teach) during the roll-out of the Certification Program ( June and September 2015) b. Conduct of TOT to expand the roster of SMEs REAP of CSI C-PRO Team: Implementation of the Program from Database Management to Classroom Training to Action Learning SAP of CSI C-PRO Team: Sustainability of the Program from Database Management to Classroom Training to Action Learning and Monitoring and Evaluation