human resource management and development an overview of the hr initiatives of the civil service...
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HUMAN RESOURCE MANAGEMENT and
DEVELOPMENT
An Overview of the HR Initiatives of the Civil Service Commission for the Philippine
Bureaucracy
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CSC Definitions of HR, HRM, HRD and OD
CSC Constituents
People
Function
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People
Function
CSC Employees
CSC HR
Bureaucracy
Agency HRMD
CSC Definitions ofHR, HRM, HRD and OD
CSC Constituents
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CSC Employees
CSC HR
Bureaucracy
Agency HRMD
Society
Internal
DirectExternal
IndirectCSC Constituents
CSC Definitions ofHR, HRM, HRD and OD
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CSC Definitions ofHR, HRM, HRD and OD
HR
Human Resource (HR) refers to the people, including their qualifications, competencies, talents, and potentials, in the Philippine Civil Service including CSC.
HR as a function pertains to the management, development and utilization of the people in the Philippine Civil Service towards the excellent and ethical achievement of the vision of the organization.
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CSC Definitions ofHR, HRM, HRD and OD
OrganizationDesign
Workforce Planning
Learning and Development
PerformanceManagement
Rewards and Recognition
EmployeeRelations
CareerDevelopment
Recruitment/Selection/Placement
HRD HRM
CSC Personnel
CSC OHRMD
Bureaucracy
Agency HRMD
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CSC Definitions ofHR, HRM, HRD and OD
HRM
Human Resource Management (HRM) is the application of principles, systems and processes that facilitate the engagement (optimal acquisition, maintenance and utilization) of the people in accordance with Civil Service laws and rules towards organizational integrity and excellence.
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CSC Definitions ofHR, HRM, HRD and OD
HRD
Human Resource Development (HRD) is the strategic framework (assessing, building and sustaining capacities) that enhance the value (performance and contribution) of the people by bridging competency gaps, maximizing existing capacities and discovering and cultivating potentials through appropriate interventions.
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CSC Definitions ofHR, HRM, HRD and OD
OD
Organization Development (OD) for CSC
is a collaborative process used to strategically manage transformative changes toward enhancing Government Agencies’ relevance and responsiveness to their mandates. This is facilitated through organizational diagnosis and behavioral, structural and technological interventions.
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CSC Definitions ofHR, HRM, HRD and OD
Characteristics of Strategic HR for CSC
1. People-Centric, Values-Oriented and Citizen Focused
2. Vertically and horizontally aligned and integrated including alignment and congruence to societal goals
3. Participative, consultative, facilitative, transformative, nurturing and enabling (rather than imposing practices)
4. Promotes desirable and ethical practices fit for the different Partner Agencies including CSC
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CSC Definitions ofHR, HRM, HRD and OD
Characteristics of Strategic HR for CSC
5. Nurtures Learning
6. Thrives on competitive edge by being proactive and innovative
7. Practices Competency-based HR
8. Practices Evidenced-based HR with the use of metrics and HRIS
9. Global Mind-set with international linkages and local networks
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Vision/ Mission
PGS
PRIM
E H
RM
L&C
Bran
d
SPM
S
CBRQ
S
LDP
CSC Vision and Mission
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Vision/ Mission
PGS
PRIME HRM
L&C Brand SPMS CBRQSLDP
CSC Vision and Mission
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Vision/ Mission
PGS
PRIME HRM
SPMS HR Plan
StrategyMap
L&C Brand CBRQS
Workload
Staffing
CBLDP
Basis for Coaching
CSC Vision and Mission
OPCR/IPCR
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PERFORMANCE GOVERNANCE SYSTEM
Module 3:
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PEO
PLE
PRO
CES
SES
PAR
TNER
SST
AK
EHO
LDER
SFI
NA
NC
E
Enhance the competency of our workforce
Provide excellent HR processes
Cultivate partnerships with local and international institutions
Recognized as a Center for Excellence
High performing, competent and credible civil servants
Ensure effective and efficient
performance of Quasi-Judicial functions
Ensure efficient management of financial resources
CSC shall be Asia’s Leading Center of Excellence for Strategic HR and OD
CSC 2030 AGENCY VISION
Gawing Lingkod-Bayani
ang Bawat Kawani
•Love of God and Country• Integrity• Excellence
CORE PURPOSE
CORE VALUES
• Love of God and Country• Excellence• Integrity
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Performance Governance System
Strategy Map
Revving Up: Initiating a Change Journey
Full Speed Ahead
2010Laid the
foundation for 2015
2015HR Center for
Philippine Bureaucracy
2022SEA’s Leading
Center of Excellence in HROD
2030Asia’s Leading Center
of Excellence in HROD
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Pers
pective
Objectives
Measures
LEAD
LAG
Base 2011 2012 2013 2014 2015
ARecognized as a Center for Excellence
1Percentage of agencies accredited under the PRIME-HRM Level II N/A N/A
10% (159)
25% (398)
40% (636)
50% (795)
2CSC Client Satisfaction Rating (CSC frontline services) N/A
Acceptable (70-79%)
Good(80-89%)
Good (80-89%)
Excellent (90%)
Excellent (92%)
BHigh performing, competent, and credible civil servants
3
Percentage of high density agencies surveyed under ARTA
1% (50)
20% (469)
40% (560)
100% (770 + 150 Failed in 2012 + 2013 Failed)
25% (363)
98% (1,022)
WIG: Percentage of agencies and their service offices passing the ARTA-RCS
78%
(39) N/A N/A85% (849)
95% (345)
98% (1,022)
4
Percentage of agencies with approved Strategic Performance Management System (SPMS) 14 N/A
20% (498)
30% (747)
70% (1,743)
95% (2,366)
Percentage of agencies with functional SPMS
85% of approved SPMS in 2012 and 2013
90% of approved SPMS in 2014
CProvide excellent HR processes 5 Number of ISO certified processes N/A N/A
3 (Cases Adjudication, Examination, Appointments Processing)
4 (Maintain the 3 Processes + Training Process)
5(Maintain the 4 Processes + 1 Core Process)
5 (Maintained)
D
Ensure fairness and efficiency in performing Quasi-Judicial functions 6
WIG: Percentage of disciplinary cases decided within 40 days from the time the case is ripe for resolution N/A 30% 60% 70% 80% 95%
EEnhance the competency of our workforce 7
Percentage of CSC employees meeting their job competency standards N/A N/A TBD TBD TBD TBD
FEnsure efficient management of financial resources 8 Zero un-liquidated cash advance N/A N/A
RBPMS Rating: Passed 100% 100% 100%
G
Cultivate partnerships with local and international institutions 9
Number of priority programs implemented through technical cooperation with local and international partners 4 6 7 8 9 10
REFRESHED ENTERPRISE SCORECARDS
TAK
EH
OL
DE
RS
PR
OC
ES
SP
EO
PL
EF
INA
NC
EP
AR
TN
ER
S
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PROGRAM TO INSTITUTIONALIZEMERITOCRACY AND EXCELLENCEIN HRM
Module 4:
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Empowering Agencies thru the
CSC PRIME-HRMThe Cornerstone for HRM in the Bureaucracy
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2012
• Agency HR Climate Survey• Agency Self-Assessment
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performance development relations welfare
Results of Agency HR Climate Survey
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Results of Agency Self Assessment
HR Records Management
Recruitment, Selection and Placement
Training and DevelopmentADVANCE
LEVEL
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CSC PRIME-HRMOBJECTIVES:
• Assess the HRM practices and capabilities of agencies;
• Serve as search mechanism for best practices in HRM;
• Promote and serve as a venue for exchange and development of expertise in the area of human resource management between and among government agencies;
• Empower agencies in the performance of HRM functions; and
• Promote and reward excellent human resource management practices.
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Sealof
Excellence
PRIME HRM
Assess
Comprehensive
HR
Assessment
Review and
Monitoring
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Sealof
Excellence
PRIME HRM
Assess
Assist
ContinuingAssistanceReview andEvaluation
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Sealof
Excellence
PRIME HRM
Assess
Assist
Award
Level 1: Regulate
Level 2: Accreditation
Level 3: Deregulate
Center of Excellence
Seal of Excellence
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STRATEGICPERFORMANCE MANAGEMENT SYSTEM
Module 5:
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SPMS alignment to RBPMSSocietal Goals/Outcomes
Good Governance
and Anti-Corruption
Human Dev’t & Poverty
Reduction
Economic Devt
Security, Justice and
Peace
Climate Change
Adaptation
Sectoral Goals/Outcomes
Organizational Outcomes
Major Final Outputs (Citizen Focused and Product Results)
Financial Stewardship Internal Process Leadership, Learning, and Growth
Strategic Performance Management System (Individual)
SERSocio-Economic Report
PPARC Priority Program Accountability Report Card
MARC-I MFO Accountability Report Card
MARC-II Mgt Accountability Report Card
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SPMS
Paradigm Shift to SPMS
AREA
PARADIGM SHIFT
FROM TOPerspective Performance Evaluation Perf Management
Focus Activities and Inputs Outputs and Outcomes
Indicators Performance Indicators(e.g. no. of appointments)
Success Indicators(e.g. response time)
Performance Alignment
Focus on individual (competition)
Align Individual to Office/Div (Teamwork)
Role of Supervisor Evaluator Coach and Mentor
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Performance Planning and Commitment
Performance Monitoring and
Coaching
Performance Review and Evaluation
Performance Rewarding and Dev’t. Planning
SPMS
SPMSCycle
Functional if:All OPCRs, IPCRs submitted and approved based on the SPMS Calendar
Functional if:Quarterly coaching report submitted by the end of quarter
Functional if:Accomplishment Reports submitted, reviewed and recommended for final action based on the SPMS calendar
Functional if:Performance Assessment submitted to OFAM for grant of PEI/PBB; Office Learning and Development Plan submitted; Top Performers’ List submitted by OHRMD for recommendation by PRAISEC
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LEADERSHIP AND COACHINGBRAND
Module 6:
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Performance Planning and Commitment
Leadership and Coaching Brand
SPMSCycle
Coaching Momentsin SPMS
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Performance Planning and Commitment
Performance Monitoring and
Coaching
Leadership and Coaching Brand
SPMSCycle
Coaching Momentsin SPMS
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Performance Planning and Commitment
Performance Monitoring and
Coaching
Performance Review and Evaluation
Leadership and Coaching Brand
SPMSCycle
Coaching Momentsin SPMS
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Performance Planning and Commitment
Performance Monitoring and
Coaching
Performance Review and Evaluation
Performance Rewarding and Dev’t. Planning
Leadership and Coaching Brand
SPMSCycle
Coaching Momentsin SPMS
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Leadership and Coaching Brand
3- Check
4- Celebrate
1- Connect
2- Challenge
Goals
Options
Realities
Wayforward
Coaching Cycle
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Leadership and Coaching Brand
Thinking Strategically
Leading Change
Building Commitment
Developing People
Managing Performance
Coaching for Results
Partnering & Networking
The ability to direct and establish short and long-range plans and calculate and manage risks based on future or emerging
trends and outcomes of decisions to achieve CSC
goals.
The ability to initiate or facilitate change and motivate people to
embrace it.
The ability to inspire and create an environment
that encourages positive interaction and
collaboration among members of CSC.
The ability to plan and support an individual’s or team’s skills and abilities
so that they can fulfill current or future job/role responsibilities effectively.
The ability to provide timely and relevant
feedback to individuals or groups in order for them
to take action and improve their performance.
The ability to nurture learning and growth.
The ability to build, develop and utilize
collaborative relationships with local and
international partners to facilitate the
accomplishment of CSC goals.
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COMPETENCY-BASED RECRUITMENT AND QUALIFICATIONS STANDARDS
Module 7:
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Competency-Based HR
Competenciesare observable, measurable and vital
skills, knowledge and attitudesthat are translations of capabilities
deemed essential for organizational success.
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Competency-Based HR
Traditional HRCompetency-
Based HRBasis Work Analysis and
Job DescriptionIndividual Traits and Performance
Rationale Compliance ProductivityHR Role Comply with Laws
and PoliciesCompetitive Advantage
HR Planning Head Counts Competency Gaps
Recruitment & Selection
Qualifications Competencies/ Behaviors
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Competency-Based HR
Traditional HRCompetency-
Based HRTraining Knowledge, Skills,
AttitudesCapability to Perform
Performance Management
Performance Feedback
Performance and Capability
Reward System Position Grade/ Level
Ability to Contribute
Development Vague Individual Path
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Competency-Based HR
Competency-BasedRecruitment and Selection
1. More results oriented than qualifications
2. Non-discriminatory
3. Identifies individuals with characteristics that are difficult to acquire through training
4. Better measure of fit with organization culture
5. Provides applicants with opportunities to explain/ demonstrate competencies
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Competency-Based HR
Competency-BasedRecruitment and Selection
6. Competencies are readily transferrable and therefore provides flexibility with assignments
7. Reduced training time with greater fit in selection
8. Easier to plan competency development for new hires
9. Enables identification of applicants as back-up for key positions
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CSC Competency Model
Core
Tech
nical
Organiza
tional
Leadersh
ip
Core Competencies
1. Exemplifying Integrity2. Delivering Service
Excellence3. Solving Problem, Making
Decisions
Organizational Competencies
1. Demonstrating Personal Effectiveness
2. Speaking Effectively3. Writing Effectively4. Championing and Applying
Innovation5. Planning and Delivering6. Managing Information
Leadership Competencies
1. Thinking Strategically2. Leading Change3. Building Commitment4. Developing People5. Managing Performance6. Coaching for Results7. Partnering and
Networking
TechnicalCompetencies
1. Strategic and Corporate Planning
2. Policy Development3. Policy Interpretation and
Implementation4. Legal Management5. Corporate
Communications6. Test Development and
Evaluation
TechnicalCompetencies
7. Test Administration8. Recruitment and
Placement9. Job Analysis, Job
Description and Competency Devt
10. Benefits, Compensation and Welfare Administration
TechnicalCompetencies
11. Learning Diagnosis and Design
12. Learning Delivery and Evaluation
13. Employee Relations14. Counseling and
Grievance15. Conciliation and
Mediation
TechnicalCompetencies
16. Employee Organization Mgt
17. Information Technology Mgt
18. Records Management19. Library Management20. Accounting21. Cash Management
TechnicalCompetencies
22. Supplies and Property Management
23. Facilities Management24. Budget Management25. Audit Management26. Program Management27. Secretariat and Liaison
Services
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CSC Competency Model
Developing the Competency Model1. Initial Data Gathering
a. Benchmarking (Local and International Institutions)b. Review of Documents (Job Description, Scorecard, Strategy Map)c. Interviewsd. Surveys
2. Identified and Clustered Knowledge/Skills/Attitudes (KSA)
3. Used KSA Clusters as basis for Competency Requirements
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CSC Competency Model
Developing the Competency Model4. Generated and classified Behavioral Indicators through
interviews of High, Medium and Low Performers
5. Validated the Competency Model through a Workshop consisting of different levels of employees
6. Validated with External Stakeholders through FGD
7. Commission Approval of the Competency Model
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CSC Competency ModelCompetency Name
Competency DefinitionCore Descriptions/RubricsCompetency Levels
Behavioral Indicators
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CSC Competency Model
Competency Assessment Process1. Developed 20 Position Profiles
2. Developed Assessment Tools using the Behavioral Indicators
3. Conducted Orientation at the Central Offices followed by a Survey in the afternoon
4. Conducted Self-Assessment and Supervisor Assessment using Behavioral Indicators in the required and next higher level
5. Consolidated Self and Supervisor Assessments using 50%-50% Weights
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CSC Competency Model
Competency Assessment Results
Total Assessed
Total Competent
Percentage Competent
1,115 592 53.09%
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CSC Competency Model
CORE COMPETENCIES Non-Sup Supvry Exec
Exemplifying Integrity 33 11 3
Delivering Service Excellence 64 24 9
Solving Problems/Making Dec 132 22 8
Unmet Competencies
Least UnmetModerately UnmetMost Unmet
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CSC Competency Model
ORGANIZATIONAL COMPETENCIES Non-Sup Supvry Exec
Demonstrating Personal Effectiveness 34 9Speaking Effectively 77 25Writing Effectively 131 19Championing and Applying Innovation 125 31Planning and Delivering 156 62Managing Information 100
Unmet Competencies
Least UnmetModerately UnmetMost Unmet
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CSC Competency Model
LEADERSHIP COMPETENCIES Non-Sup Supvry Exec
Managing Performance 26 11
Building Commitment 7 8
Developing People 22 15
Partnering and Networking 21 15
Thinking Strategically 16 12
Leading Change 12
Coaching for Results 30 18
Unmet Competencies
Least UnmetModerately UnmetMost Unmet
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CSC Competency Model
0 1 2 3 4 5 6 7 8 9 10 11 Total
Executive 0 1 0 2 2 3 1 4 7 26 84 130Supervisory A 1 0 2 1 4 8 15 11 17 58 117Supervisory B 0 0 1 4 3 4 4 8 6 13 22 52 117Non-Supvry 1 8 6 4 8 13 13 23 35 39 89 238Non-Supvry 2 10 6 7 9 14 12 21 39 81 309 508
No. of Competencies Met
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CSC Competency ModelCompetency Scoring Template
Required CompetenciesActual ProficienciesRequired Proficiencies
Compare
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COMPETENCY-BASEDLEARNING AND DEVELOPMENT PROGRAMS
Module 8:
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Competency-BasedLearning and Development
Competency-BasedTraining
1. Competency model consistently communicates a common set of performance expectations
2. Focuses training on individual needs
3. Helps individuals focus on achieving exemplary performance
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Competency-BasedLearning and Development
Competency-BasedEmployee Development
1. Enables communication of competency needs
2. Encourages self-development
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Competency-BasedLearning and Development
LEARNING
With Training we tend to overly
focus on learning.
Oftentimes, forgetting to
transfer learning into the
workplace.
Workplace Learning and Performance
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Competency-BasedLearning and Development
BUSINESS RESULTS
PERFORMANCE
LEARNING
With WLPwe focus on
performance as a result of learning.
With theend-in-view of
creating impact on business
results.
Workplace Learning and Performance
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Competency-BasedLearning and Development
BUSINESS RESULTS
PERFORMANCE
LEARNING
Necessitating the consideration of the effect of the environment on
learning.
Robinson, Robinson and Blanchard
ENVIRONMENT
Workplace Learning and Performance
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Competency-BasedLearning and Development
BUSINESS RESULTS
PERFORMANCE
LEARNING
Application of learning at work aligned with business strategy producing concrete and worthwhile results.
ENVIRONMENT
Robinson, Robinson and Blanchard
Brinkerhoff
Workplace Learning and Performance
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Competency-BasedLearning and Development
Learning and Development Opportunities in CSC
1. Formal Classroom Traininga. Internal Trainingb. External Training
2. On-the-Job Traininga. Coachingb. Knowledge Sharing and Learningc. Shadowing
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Competency-BasedLearning and Development
Learning and Development Opportunities in CSC
3. Self-Developmenta. Self-Studyb. Evening or Weekend Coursesc. Educational/Training Video Tapesd. Books or other Publications/Journalse. PC Tutorials/Computer Aided Training/Webinar
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Competency-BasedLearning and Development
Learning and Development Opportunities in CSC
4. Developmental Activities/Interventionsa. Special Work Projectb. Added Responsibilitiesc. Cross Program/Rotational or Temporary
Assignmentsd. Task Force or Committee Assignment
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Competency-BasedLearning and Development
Individual Development Plan
Given your Competency Assessment Result:
1. What competencies would you like to develop?
2. In what work opportunities can you apply these competencies?
3. What learning opportunities can you take advantage to develop your competencies?