Revised Qualifications Standards for Division Chief and Executive/Managerial Positions in the Second Level

March 15, 2016 BLGF MEMORANDUM CIRCULAR NO. 010-16 TO : All BLGF Officials and Employees of this Bureau and All Others Concerned SUBJECT : Revised Qualifications Standards for Division Chief and Executive/Managerial Positions in the Second Level For the information and guidance of all concerned, attached is a copy of Memorandum Circular No. 05, s. 2016 of the Civil Service Commission, relative to the above subject matter. Please be guided accordingly. (SGD.) JOCELYN T. PENDON OIC-Executive Director ATTACHMENT February 24, 2016 CSC MEMORANDUM CIRCULAR NO. 05-16 TO : All Heads of Constitutional Bodies; Departments; Bureaus and Agencies of the National Government; Local Government Units; Government-Owned and Controlled Corporations with Original Charters; and State Universities and Colleges SUBJECT : Revised Qualification Standards for Division Chief and Executive/Managerial Positions in the Second Level Pursuant to CSC Resolution No. 1501478 promulgated on 11 December, 2015, the Commission adopts the following policies on the qualification standards for appointment to division chief and executive/managerial positions in the second level: 1. The qualification standards for appointment to division chief and executive/managerial positions in the second level shall be as follows: For Division Chief For Executive/ Positions Managerial Positions Education Master's degree OR Master's degree OR Certificate in Leadership Certificate in Leadership and Management from and Management from the CSC the CSC Experience 4 years of supervisory/ 5 years of supervisory/ management experience management experience Training 40 hours of supervisory/ 120 hours* of supervisory/ management learning management learning and development and development intervention undertaken intervention undertaken within the last 5 years within the last 5 years Eligibility Career Service Career Service Professional/Second Professional/Second Level eligibility Level eligibility * Ratio of management to technical training for positions with duties involving the practice of profession or which belong to the same occupational group where practice of profession is required or those considered highly technical/specialized provided for in CSC MC No. 14, s. 2014, and Items 8 and 9 of this Resolution. 2. CES/CSE eligibles shall likewise be considered to have met the master's degree requirement for purposes of meeting the education requirement for division chief and executive/managerial positions. 3. RA 1080 eligibles shall be exempt from the master's degree requirement for division chief and executive/managerial positions the duties and responsibilities of which involve practice of profession or belong to the same occupational group or functionally related positions as that of the professions regulated by bar or board laws. 4. Completion of the degrees of Bachelor of Laws and Doctor of Medicine from a CHED-recognized institution shall be considered appropriate education for appointment to division chief and executive/managerial positions or other positions requiring a master's degree, the duties of which do not involve practice of profession covered by bar/board law. 5. Continuous learning and development shall be espoused by the Civil Service Commission. A minimum of 40 hours supervisory/management training or learning and development intervention per year based on the Learning and Development Plan of the agency should be provided by the agency to incumbents of supervisory and managerial positions. 6. As defined in Items 1 and 2, Part IV of CSC MC No. 12, s. 2003, relevant trainings refer to formal or non-formal training courses, and HRD interventions such as coaching, mentoring, job rotation, seminars, workshops and others that are part of the employee's Individual Development Plan/Career Development Plan. These trainings/learning and development interventions are intended to enable the candidate to successfully perform the duties and responsibilities as indicated in the Position Description Form (PDF) or Job Description (JD) of the position to be filled. These are evidenced by the Learning and Development Plan/Coaching and Mentoring Program approved by the agency head and Certificates issued by the HRMO or authorized official from the government or private sector. 7. In meeting the training requirement provided in Item 1 hereof, the learning and development interventions provided to the candidates should cover all or any of the following competencies required for leadership positions in the government: CAIHTE Competency Minimum Required Proficiency Level For Division For Executive/Managerial Positions in the Second Level Head/Chief Director I to Director IV, Assistant Positions Director III, Field Bureau Director, Commissioner, Director, Asst. or Equivalent Executive Director, or Director, Department Positions Equivalent, and Higher Manager or Positions Equivalent Positions Building Intermediate Advanced Superior Superior collaborative, inclusive working relationships Managing Intermediate Advanced Superior Superior performance and coaching for results Leading change Intermediate Advanced Advanced Superior Thinking Intermediate Advanced Superior Superior strategically and creatively Creating and Intermediate Advanced Superior Superior nurturing a high performing organization * Definitions and core descriptions of the required proficiency levels of the leadership competencies are provided in Annex A 8. For executive/managerial positions in the second level with duties and responsibilities involving practice of profession, the Mandatory Continuing Legal Education (MCLE) for BAR passers, the Continuing Professional Education/Development (CPE/CPD) for licensed professionals or trainings relevant to practice of profession may constitute for a maximum of 40 hours of technical training and the remaining 80 hours shall be management training taken within the last five years reckoned from the date of assessment. 9. Executive/managerial positions in the second level with duties and responsibilities which are highly specialized in nature as shown in their PDF/JD may require trainings which are highly technical and/or highly specialized. These highly technical/highly-specialized trainings shall make up for a maximum of 80 hours of training and the remaining 40 hours shall be management trainings taken within the last five years reckoned from the date of assessment. 10. Agencies are not precluded from setting specific or higher standards for their positions. Proposed amendments to the training requirements for executive/managerial positions pursuant to Item Nos. 8 and 9 hereof, and other valid reasons shall be submitted to the Commission for approval. In the absence of a CSC-approved agency specific training requirements, the 120 hours of management training shall be required. Please be guided accordingly. (SGD.) ALICIA DELA ROSA-BALA Chairperson ANNEX A Leadership Competencies for Division Head/Chief and Executive/Managerial Positions in the Second Level Competency Definition Minimum Requirements For Division Head/ For Executive/Managerial Positions in Chief Positions the Second Level Director I to Director IV, Assistant Director III, Bureau Commissioner, Field Director, or Executive Director, Equivalent Director, or Asst. Positions Equivalent, Director, and Higher Department Positions Manager, or Equivalent Positions Building The ability to build and Intermediate Advanced Superior Superior Collaborative maintain a network of Builds partnership Strengthens and Builds and then Builds and then and Inclusive reciprocal, high trust, and network to deepens leverages on leverages on Working synergistic working deliver or enhance partnerships and collaborative collaborative Relationship relationships within the work outcomes. networks to partnerships partnerships and organization and deliver or and networks networks to across government enhance work to deliver or deliver or and relevant sectors. outcomes. enhance work enhance work This involves the ability outcomes. outcomes. to successfully leverage and maximize opportunities for strategic influencing within the organization and with external stakeholders. Managing The ability to create an Intermediate Advanced Superior Superior Performance enabling environment Creates tools Monitors the Leads the Leads the and Coaching which will nurture and and/or applies new strategic organization organization by for Results sustain a performance methods in imperatives of the by example example and based, coaching correcting and organization and and through through culture. Effectiveness improving below orchestrates coaching coaching in this competency standard or teams, work and towards a towards a area also includes a non-compliant organizational performance- performance- strong focus on performance of culture around based culture based culture developing people for individuals or this, through and the and the current and future groups, using advanced skills in achievement of achievement of needs, managing knowledge and coaching to public service public service talent, promoting the skills in coaching achieve performance performance value of continuous to enable them to performance standards. standards. learning and self-initiate standard. improvement. solutions for their growth and development. Leading The ability to generate Intermediate Advanced Advanced Superior Change genuine enthusiasm Implements plans Constructs Constructs Plans, defines and momentum for or activities related a change a change and exhibits organizational change. to a change management management buy-in and full It involves engaging initiative affecting plan in which one plan in which support for the and enabling groups to one's functional or more office one or more change understand, accept area or expertise systems and/or office systems management and commit to the and motivates processes are and/or plan to succeed change agenda. It also division members' affected either processes are organization- includes advancing commitment to by a change affected either wide to improve and sustaining change. accept the change. intervention by a change organizational conducted intervention effectiveness. internally or by conducted an external internally or by consultant. an external consultant. Thinking The ability to "see the Intermediate Advanced Superior Superior Strategically big picture", think Creates or defines Plans, crafts and Interprets the Interprets the and Creatively multi-dimensionally, goals and adapts strategies complex and complex and craft innovative initiatives based for achieving the volatile nature volatile nature of solutions, identify on how one can vision, mission of the the environment connections between support, extend or and objectives of environment to to the agency or situations or things align to the goals the agency or the agency or organization and that are not obviously of one's organization and organization adaptively related, and come up department or secures the and adaptively moves it into a with new ideas and functional area. proper moves it into a more strategic different ways to implementation of more strategic position where it enhance these strategies. position where can better organizational it can better address the effectiveness and address the challenges it responsiveness. challenges it faces both now faces both now and into the and into the future. future. Creating and The ability to create a Intermediate Advanced Superior Superior Nurturing a high performing Builds a shared Creates a culture Fosters and Fosters and High organizational culture sense of destiny where team work cultivates a cultivates a Performing that is purpose driven, among individuals and shared sense shared sense Organization results based, client with seemingly interdependence of commitment of commitment focused and team disparate views, is nurtured by between and/or between and/or oriented. concerns and facilitating among groups, among groups, aspirations; collaboration departments departments and creates team across and clients clients despite cohesion and organizations. despite differences improves individual differences and/or and team and/or complexities of performance. complexities of relationships and relationships leads the and leads the organization organization towards a towards a learning culture learning culture committed to committed to continuous continuous improvement improvement and talent and talent development. development.