Adopting a Compensation and Position Classification System and a General Index of Occupational Services for the GOCC Sector Covered by RA 10149

March 22, 2016 EXECUTIVE ORDER NO. 203 ADOPTING A COMPENSATION AND POSITION CLASSIFICATION SYSTEM (CPCS) AND A GENERAL INDEX OF OCCUPATIONAL SERVICES (IOS) FOR THE GOCC SECTOR COVERED BY REPUBLIC ACT NO. 10149 AND FOR OTHER PURPOSES WHEREAS, Presidential Decree No. 1597 (s. 1978) required all agencies in the Executive Branch, including all GOCCs, both Chartered and Non-chartered, to observe such guidelines and policies as may be issued by the President governing compensation and position classification systems; WHEREAS, Section 5, Article IX-B of the 1987 Constitution mandates that "Congress shall provide for the standardization of compensation of government officials and employees, including those in government-owned or -controlled corporations with original charters, taking into account the nature of the responsibilities pertaining to, and the qualifications required for their positions;" WHEREAS, Joint Resolution No. 4, (s. 2009) of the Senate and the House of Representatives authorized the President to modify the existing CPCS of civilian personnel in the government, which includes all GOCCs, both Chartered and Non-chartered, and reiterated the continuing applicability and enforceability of PD No. 1597; WHEREAS, under Republic Act (R.A.) No. 10149, or the GOCC Governance Act of 2011, the Governance Commission for Government-Owned or -Controlled Corporations (GCG),as the central advisory, monitoring, and oversight body with authority to formulate, implement and coordinate policies to govern GOCCs has been mandated to: a. Classify GOCCs as may be necessary to guide it in exercising its powers and functions; b. Conduct compensation studies, develop and recommend to the President a competitive compensation and remuneration system which shall attract and retain talent, at the same time allowing the GOCC to be financially sound and sustainable; and c. Develop a CPCS which shall apply to all officers and employees of GOCCs whether under the Salary Standardization Law or exempt therefrom, and shall consist of classes of positions grouped into such categories as the GCG may determine, subject to approval of the President; TIADCc WHEREAS, Section 9 of R.A. No. 10149 provides that, any law to the contrary notwithstanding, no GOCC shall be exempt from the coverage of the CPCS developed by the GCG under said Act; and WHEREAS, the GCG, after having conducted the requisite compensation studies, has developed the CPCS for GOCCs and submitted the same to the President for approval. NOW, THEREFORE, I, BENIGNO S. AQUINO III, President of the Philippines, by virtue of the powers vested in me by the Constitution and by law, do hereby order: SECTION 1. The CPCS and Index of Occupational Services (IOS) Framework for the GOCC Sector. The CPCS and the IOS Framework for the GOCC Sector (attached hereto) are hereby approved and made effective to all GOCCs, GFIs, GICPs/GCEs (hereinafter referred to as "GOCCs"), including their subsidiaries, which are covered by R.A. No. 10149. SECTION 2. Collective Bargaining Agreements (CBAs) and Collective Negotiation Agreements (CNA) in the GOCC Sector. While recognizing the constitutional right of workers to self-organization, collective bargaining and negotiations, the Governing Boards of all covered GOCCs, whether Chartered or Non-chartered, may not negotiate with their officers and employees the economic terms of their CBAs. CNA Incentives, which primarily cover savings from the COBs of Chartered GOCCs, shall continue to be governed by the policies and guidelines established by the DBM, but shall now be extended to cover non-chartered GOCCs to promote uniformity of allowable incentives within the GOCC Sector. Incentives allowed by the CSC such as, but not limited to, the Program on Awards and Incentives for Service Excellence, shall continue to be governed by the policies and guidelines of CSC, as well as other pertinent laws, rules and regulations. SECTION 3. Implementing Agency. The CPCS shall be implemented and administered by GCG, and supplemented with the necessary implementing rules and guidelines on matters such as, but not limited to, hiring rates, promotions, overtime pay, night shift differential, merit increases, and Early Retirement Incentive Programs (ERIPs),taking into consideration prevailing practices in the private sector and the principles provided in the CPCS and in this Order. SECTION 4. Funding and Implementation. Implementation of the compensation adjustments shall depend on the financial capability of the GOCC and their corporate operating budget (COB) as approved by the GCG and those approved by the Department of Budget and Management (DBM) for entities receiving allocations or subsidies from the National Government. SECTION 5. Non-Diminution of Authorized Salaries. In the implementation of the CPCS, there shall be no diminution in the authorized salaries as of 31 December 2015 for incumbent officers and employees. SECTION 6. Additional Incentives outside the CPCS. Pursuant to Section 10 of R.A. No. 10149, the GCG may recommend for the President's approval, incentives outside of the CPCS for certain position titles in consideration of the good performance of the GOCC: Provided, That no incentives shall be granted unless the GOCC has fully paid all taxes for which it is liable, and the GOCC has declared and paid all the dividends required to be paid under its charter or any other law. SECTION 7. Early Retirement Incentive Plan (ERIP). All Officers and Employees covered by the CPCS who voluntarily elect to be retired or may be separated from the service, as part of the performance by GCG of its mandate under Section 5 (a) of R.A. No. 10149 to rationalize, reorganize, merge, or restructure a GOCC, shall be granted the following early retirement incentive in addition to retirement or separation benefits under existing laws: Government Service Rates First 20 years 1.00 x BMP* x No. of years 20 years and 1 day to 30 years 1.25 x BMP x No. of years 30 years and 1 day and above 1.50 x BMP x No. of years *Basic Monthly Pay (BMP) SECTION 8. Transitory Provision. Notwithstanding the effectivity of the CPCS, all GOCCs that have not been subjected to rationalization or reorganization and those covered by pending recommendations from the GCG for abolition, dissolution, or privatization, shall maintain their current compensation framework. SECTION 9. Repeal. All orders, circulars, issuances, board resolutions, rules and regulations or parts thereof which are inconsistent with the provisions of this Order are hereby repealed or modified accordingly. SECTION 10. Separability Clause. If any provision of this Order is declared invalid or unconstitutional, the other provisions not affected thereby shall remain valid and subsisting. AIDSTE SECTION 11. Effectivity. This Order shall take effect immediately upon publication in a newspaper of general circulation. DONE in the City of Manila, this 22nd day of March, in the year of Our Lord, Two Thousand and Sixteen. ANNEX Compensation and Position Classification System (CPCS) for the GOCCs Covered by Republic Act No. 10149 I. Guiding Principles This CPCS shall be implemented, enforced and interpreted in accordance with the following guiding principles: 1. The CPCS has been designed to provide GOCCs with adequate operational autonomy and flexibility towards ensuring efficient and effective implementation of a total compensation framework within their organizations to ensure that: (a) The adoption of reasonable, justifiable and appropriate remuneration schemes prevent or deter the granting of unconscionable and excessive remuneration packages; (b) The total compensation framework shall generally be competitive with the private sector doing comparable work in order to attract, engage, and retain the right talent and in compliance with prevailing laws on minimum wages; (c) The compensation frameworks adopted by GOCCs shall operate within their affordability limits and sustainability capacities, and in accordance with their Overall Size as provided herein; (d) There shall be adherence to the principle of equal pay for work of equal value, with due regard for other verifiable factors such as the Sector where the GOCCs are classified; and (e) The rewards system supports and encourages performance-driven, productive, and efficient organizations. 2. The CPCS shall be updated periodically by GCG based on the following parameters: (a) A review of the GOCC compensation rates; (b) The performance of the GOCC and its overall contribution to the national economy; and (c) Drastic changes in market or business environment. II. Definition of Terms. "Annual Base Salary" refers to the Monthly Basic Salary multiplied by 12. "Basic Guaranteed Compensation" refers to the Annual Base Salary plus fixed and guaranteed bonuses ( e.g., 13th month pay). "Board of Directors/Trustees" or "Governing Board" refers to the collegial body that exercises the corporate powers, conducts all business and controls or holds all properties, of a GOCC, whether it be formally referred to as the "Board of Directors" or "Board of Trustees" or some other term in its Charter, Articles of Incorporation or By-laws. "Board Officers" refer to Officers whose primary task is to serve the Board or to pursue the immediate functions of the Board, such as the Chairman, Vice-Chairman, Corporate Secretary, and Compliance Officer. "Career Bands" refer to relative groupings of jobs to help determine the nature ( i.e., either management or individual contributor) and assess the level of contribution of a particular role in the organization. "Career Levels" are discernible broad steps in a Career Band that reflect progression of jobs requiring higher levels of competence and knowledge. "Chief Executive Officer" ("CEO") refers to the highest ranking corporate executive who heads Management, who could be named as the President or the General Manager, Chairman, Chief Operating Officer, Executive Director, or the Administrator of a GOCC. "Charter" refers to the formal act of Congress creating a Chartered GOCC and defining its franchise. "Chartered GOCC" refers to a GOCC, including Government Financial Institutions, created and vested with functions by a special law. "Executive Officers" ("Officers") refers to the CEO or whoever is the highest ranking officer in the GOCC, and such other corporate officer of the GOCC as expressly provided for in its Charter (for a Chartered GOCC) or By-laws (for a Nonchartered GOCC),such as the Vice-President, Chief Financial Officer, Chief Investment Officer, and Corporate Treasurer. As distinguished from Board Officers, Executive Officers primarily form part of the Management of the GOCC. "Fixed and Guaranteed Bonuses" refer to compensation items paid in cash with a fixed amount or fixed multiple of pay, and the timing of the grant, as determined by the Governing Board through Management, is not dependent on any variable such as performance or attendance. Such items are not considered for the purpose of determining overtime pay, night-shift differential, and other similar items tied to the basic salary. "Fixed Cash Allowance" refers to fixed cash payments made through payroll with a fixed amount and for a specified purpose, where the amount and timing are not dependent on any variable such as number of days employee reported for work, number of overtime hours, or on presentation of receipts ( e.g., rice allowance, meal allowance). "Full-Time Equivalent (FTE) Employees" refers to employees holding permanent and full time positions in the plantilla of a GOCC. "Government Financial Institutions (GFIs)" refer to financial institutions or corporations in which the government directly or indirectly owns majority of the capital stock and which are either: (1) registered with or directly supervised by the Bangko Sentral ng Pilipinas; or (2) collecting or transacting funds or contributions from the public and places them in financial instruments or assets such as deposits, loans, bonds and equity including, but not limited to, the Government Service Insurance System and the Social Security System. "Government Instrumentalities with Corporate Powers (GICPs)/Government Corporate Entities (GCEs)" refer to instrumentalities or agencies of the government, which are neither corporations nor agencies integrated within the departmental framework, but vested by law with special functions or jurisdiction, endowed with some if not all corporate powers, administering special funds, and enjoying operational autonomy usually through a charter including, but not limited to, the following: the Manila International Airport Authority (MIAA),the Philippine Ports Authority (PPA),the Philippine Deposit Insurance Corporation (PDIC),the Metropolitan Waterworks and Sewerage System (MWSS),the Laguna Lake Development Authority (LLDA),the Philippine Fisheries Development Authority (PFDA),the Bases Conversion and Development Authority (BCDA),the Cebu Port Authority (CPA),the Cagayan de Oro Port Authority, the San Fernando Port Authority, and the Local Water Utilities Administration (LWUA). "Government-Owned or -Controlled Corporation (GOCC)" refers to any agency organized as a stock or non-stock corporation, vested with functions relating to public needs whether governmental or proprietary in nature, and owned by the Government of the Republic of the Philippines directly or through its instrumentalities either wholly or, where applicable as in the case of stock corporations, to the extent of at least a majority of its outstanding capital stock: Provided, however, That for purposes of the CPCS, the term "GOCC" shall include GICP/GCE and GFI as defined herein. "Individual Performance" refers to the performance appraisal rating score of an Officer or Employee. "Job Grade" is a numerical representation of the relative internal values of jobs in a GOCC's plantilla; it is determined by using quantifiable factors to assess the minimum requirements to perform a job as defined in the job description; the Job Grade will dictate the Monthly Basic Salary of said job based on the Salary Structure. "Job Title" refers to the name given to a position appearing in the GCG-approved plantilla of the GOCC, and determined following the guidelines on job titling herein, which labels jobs in the same Career Band, Career Level and Job Grade with consistency while continuing to recognize their functional groups. "Monthly Basic Salary" refers to the amount actually received per month by an Officer or Employee and determined in accordance with the applicable Salary Structure, policies and guidelines of the CPCS. "Nonchartered GOCC" refers to a GOCC organized and operating under the "Corporation Code of the Philippines" (Batas Pambansa Bilang 68). "Officers" refer to both Board Officers and Executive Officers. "Overall Organization Performance" refers to company-wide metrics as may be indicated in the Organizational Performance Indicator Framework (OPIF) and may include such items as (a) For profit organizations: Revenue/Sales and Profit (b) For non-profit organizations: Savings. "Pay Mix" refers to the ratio of Total Guaranteed Compensation to Variable Pay as a percentage of Total Cash Compensation. "Payout Criteria" refer to the conditions or targets or hurdles that must be met or overcome to trigger the payout process. "Performance Evaluation System" ("PES") refers to the process of appraising the accomplishments of GOCCs in a given fiscal year based on set performance criteria, targets and weights, as provided in GCG M.C. No. 2013-02 or any amendments or revisions thereof. DETACa "Performance Measures" refer to the key result areas against which performance is assessed. "Position" refers to a job title with a corresponding Job Grade and organizational unit in the plantilla of a GOCC, as approved by GCG. "Sector" refers to the particular industry that characterizes a GOCC's business operations for purposes of determining, among others, benchmarks of performance, competitiveness of total compensation, and market forces that affect the fulfillment of the GOCC's mandate; "Subsidiary" refers to a corporation where at least a majority of the outstanding capital stock is owned or controlled, directly or indirectly, through one or more intermediaries, by the GOCC. "Total Cash Compensation" refers to the Total Guaranteed Compensation plus Variable Pay. "Total Guaranteed Compensation" refers to basic guaranteed compensation plus fixed cash allowances. "Variable Pay" refers to compensation that is tied to expected results, such as a commission, incentive or Performance-Based Bonus. III. Covered Positions. The CPCS shall apply to all positions, on full or part time basis, now existing or hereafter created in GOCCs, including their Subsidiaries, whether Chartered or Nonchartered, and whether previously covered by, or previously exempted from the Salary Standardization Law (R.A. No. 6758). Excluded from the coverage of the CPCS are those individuals hired by GOCCs without employer-employee relationships and paid from non-Personal Services appropriations/budgets, as follows: (a) Members of the Governing Board; (b) Consultants and experts hired to perform specific activities or services with expected outputs; (c) Laborers hired through job contracts (pakyaw) and those paid on piecework basis; (d) Student laborers and apprentices; and (e) Individuals and groups of people whose services are engaged through job orders, contracts of service, or others similarly situated. The CPCS shall likewise not apply to the Bangko Sentral ng Pilipinas (BSP), state universities and colleges (SUCs), cooperatives, local water districts (LWDs), economic zone authorities, and research institutions which are expressly outside the coverage of R.A. No. 10149. IV. Classification of GOCCs. As going concerns, GOCCs are engaged in competitive industries, operate under market conditions and thus directly compete with the private sector in attracting, retaining and motivating a corps of competent personnel. Rep. Act No. 10149 provides that the GOCCs are to be classified by mandates as: (a) Developmental/Social Corporations; (b) Proprietary Commercial Corporations; (c) Government Financial, Investment and Trust Institutions; (d) Corporations with Regulatory Functions; and Others as may be classified by the GCG, without prejudice to further sub-classifications in each category and/or any other classifications based on parameters as it may find relevant. In order to ensure that the CPCS for GOCCs is competitive and aligned with the rates and practices of the private sector doing comparable work, it is necessary to classify GOCCs as follows: A. By Mandate and Sector. Each GOCC shall be compared or benchmarked with those private sector entities that are engaged in the same industry or sector as the GOCC. Towards this end and without prejudice to future amendments, GCG has classified GOCCs into the following Mandates and Sectors pursuant to RA 10149 (ANNEX 1): A.1. By Mandates: (a) Developmental/Social Corporations; (b) Proprietary Commercial Corporations; (c) Government Financial, Investment and Trust Institutions; and (d) Corporations with Regulatory Functions. A.2. By Sector: (a) Government Financial Institutions (GFIs) (b) Gaming (c) Energy and Materials (d) Utilities and Communications (e) Area Development, Trade and Tourism (f) Agriculture, Fisheries and Food (g) Educational and Cultural B. By Overall Size. Within each Sector, each GOCC shall also be compared or benchmarked with those private sector entities that are similar in size, in terms of finances and operations. Accordingly, GOCCs shall also be classified by their overall size based on the average grade of each GOCC on the following three (3) Factors: (a) Company Financials (b) Number of Full-Time Equivalent (FTE) Employees (c) Geographical Scope and Business Complexity 1. Company Financials. GOCCs shall have a grade based on the average Total Revenues over the last three (3) years as reported in their audited financial statements: GOCC Financial Range (P) Grade 16 3.0 billion 17 3.0 billion and 6.5 billion 18 6.5 billion and 22.0 billion 19 22.0 billion and 43.5 billion 20 43.5 billion and 87.5 billion 21 87.5 billion and 218.0 billion 22 218.0 billion and 436.5 billion 23 436.5 billion and 2.0 trillion 24 2.0 trillion and 4.0 trillion 25 4.0 trillion 2. Number of FTE Employees. GOCCs shall have a grade based on the number of FTE Employees as follows: GOCC No. of FTE Employees Grade 16 Up to 89 17 90 to 240 18 241 to 620 19 621 to 1,600 20 1,601 to 4,100 21 4,101 to 10,600 22 10,601 to 27,500 23 27,501 to 75,000 24 75,001 to 200,000 25 More than 200,000 3. Geographical Scope and Business Complexity. The grade for the GOCC's Geographical Scope and Business Complexity shall be determined as follows: Scope Global 20 22 24 International 19 21 23 Domestic 16 18 20 Low Medium High BUSINESS COMPLEXITY 3.1. Geographical Scope. (a) Domestic if majority of operations are based in a single country or a small cluster of countries within one region (b) International if the organization is characterized by multi-function operations across an entire region or in several countries in two continents. (c) Global if the majority of functions are represented across three or more continents. All GOCCs are automatically classified as domestic unless there is clear and substantial basis to classify the GOCC's actual operations otherwise. 3.2. Business Complexity/Diversity. The complexity of a GOCC's business operations shall be determined on two levels, to wit: (a) First Level (Control), whether the GOCC Governing Board maintains end to end control of how it will exercise its business judgment in engaging in such activities and does not rely on another GOCC for setting policy and/or strategy. (b) Second Level (Operations), if the GOCC's operations involve one or more of the following activities: i. Regulatory; and/or ii. Revenue-Generation; and/or iii. Social Services. All GOCCs are automatically presumed to perform Social Services activities. Based on the foregoing levels, the complexity of the GOCC's business operations shall be categorized as follows: Category Description 1 GOCC Governing Board does not have end to end control of the business. 2 GOCC's operations involve only one or two of the activities specified above Low - OR - 1. GOCC Governing Board has end to end control of the business. 2. GOCC's operations involve only one of the activities specified above. 1. GOCC Governing Board does not have end to end control of the business. 2. GOCC's operations involve all three of the activities specified above. Medium - OR - 1. GOCC Governing Board has end to end control of the business. 2. GOCC's operations involve only two of the activities specified above. 1. GOCC Governing Board has end to end control of High the business. 2. GOCC's operations involve all three of the activities specified above. 4. Average Grade Based on the Three Factors. By following the parameters and grades for each of the Factors prescribed above in Sections 1 to 3 of this Chapter, a resulting average grade (fractional average grade being rounded off to the nearest whole number) shall be computed for each GOCC to achieve an overall size under the following categories: Classification Average Grade Small 16 Medium 17 to 18 Large 19 and Up 5. Official Classification of GOCC. The Classification of a GOCC based on the foregoing Factors shall be based only on an official certification issued by the GCG upon an application by a GOCC covered by supporting instruments, such as audited financial statements for the previous three (3) years, certified listing of FTE Employees, etc . 6. Change in Classification of Overall Size. GCG may change a GOCC's classification motu proprio or upon the formal application and demonstration by the GOCC that its position in any of the Factors has changed resulting in a change in its Overall Size. V. Losing and/or Highly-Subsidized GOCCs. Notwithstanding the effectivity of the CPCS, all GOCCs that are losing and/or highly subsidized in their operations shall maintain their current compensation framework, without prejudice to the GOCCs improving their operations and applying with the GCG for the application of the CPCS. The GCG shall approve the application of the CPCS to GOCCs which have improved their operations only if it has been determined that the GOCCs shall remain financially viable. aDSIHc VI. Position Classification System. All positions covered by the CPCS shall be allocated to their proper Job Titles and Job Grades, which shall be periodically updated and published by GCG. The Position Classification System consists of Career Bands grouped into three (3) main categories, namely: (a) CEO/President/Business Unit Head (b) Management (c) Individual Contributor 1. CEO/President/Business Unit Head. This category includes positions of those who manage the overall operations or profitability and growth of the GOCC, and are directly accountable to the Board of Directors for all activities of the GOCC. He/she directs the GOCC in establishing long-range plans, strategy and policy. He/she manages, directs and coordinates all functions of the organization, and typically represents the organization in relations with customers and the business and non-business community. The highest Job Grade within a GOCC shall be assigned to the CEO based on the overall size of the GOCC. No other plantilla position in the GOCC shall be considered to be of equivalent rank. 2. Management. This category includes those focused on managing people or a team; roles that contribute and achieve results "through others." Performance of the jobholder is measured by the results of the team. At a minimum, roles that are accountable for managing people, setting direction, and deploying resources. Typically, does not spend more than 20% of time performing the work supervised, and is responsible for performance evaluation and pay reviews. This category consists of the following Career Bands: (a) Executive (EX). This covers personnel who typically are the most senior level within a major function, and are primarily involved in the development, evolution and approval of long-term vision across a market function, division, region, or country. In general, they are one rank/level below the CEO/President/Business Unit Heads. He/she may be a Board or executive committee member, or will have a comparable level of influence Impacts broader organization performance directly. The main focus of the position is on strategy setting (either for the entire organization or a major function/division of the organization). Positions in the Executive Career Band, which includes the CEO, are assigned to Job Grades 15 and above. (b) Supervisory/Management (M). This pertains to those who implement organization strategies through the effective direction and management of resources. Sets discipline or area strategy consistent with established organization strategies. Focused on policy making and/or implementation, ensuring compliance with organization policies. Accountable for managing people, setting direction and deploying resources. Accountable for business, functional, or operational areas, processes, or programs. Positions in the Supervisory/Management Career Band are assigned Job Grades 10 to 17. 3. Individual Contributor. This covers personnel whose roles are designed around deep technical expertise rather than people management. Performance is measured by the individual's contribution (either through their subject matter expertise, specialization, or support they provide to the business clerical/technical support). They may act as a lead, coordinating the work of others but are not considered as supervisors. This category consists of the following Career Bands: (a) Professional (P). This category includes positions whose work is primarily achieved by an individual or through project teams. These positions are typically filled by qualified professionals who are expected to use their judgment to apply expertise gained through education and/or experience. They are expected to work independently with minimal supervision. Progression within the career band is defined by increasing depth of professional knowledge, project management, and ability to influence others. Entry-level jobs within the Professional Career Band typically require a university degree or equivalent work experience that provides knowledge of and exposure to fundamental theories, principles, and concepts. Such positions also typically require mastery of a specialized field of expertise related to a professional qualification which may be in the form of a professional certification ( e.g., Engineers, CPA, etc.) Professional Career Band positions are assigned Job Grades 8 to 17. (b) Customer/Client Management & Sales (S). This category includes positions primarily involved in direct contact with customers/clients to acquire new business or develop existing business or accounts. He/she participates in sales presentations, developing bids, and responding to proposals. At senior levels, such positions are likely to set/negotiate product/service terms (contracts).A portion of their compensation is likely to be based on sales results. Positions in the Customer/Client Management & Sales Career Band are assigned Job Grades 8 to 17. (c) Technical Support (T). This category includes those who perform technical tasks required to support ongoing business operations ( e.g., technicians, IT administrators).Such positions require vocational training or the equivalent experience, but do not require a university degree. They are typically skilled technicians in a hands-on environment, often highly specialized. Positions in the Technical Support Career Band are assigned Job Grades 5 to 10. (d) General Staff (G). This category includes personnel who support the business through performing clerical/administrative support tasks. Work is typically rule-based, covered by standard operating procedures, and the jobholder has very limited opportunity to deviate from agreed processes and standards. Requires vocational training or the equivalent experience, but does not require a university degree. General Staff Career Band positions are assigned to Job Grades 4 to 9. (e) Labor (L). This category includes positions of those who perform operational, craft or manual tasks. They perform tasks according to established procedures, with limited opportunity for independent decision-making. The position typically performs unskilled or semi-skilled work. Positions in the Labor Career Band are assigned to Job Grades 1 to 7. VII. Compensation System. The total compensation granted to Officers or Employees for services rendered shall hereinafter be limited to the following: (a) Basic Salaries (b) Standard Allowances and Benefits (c) Specific-Purpose Allowances and Benefits (d) Variable Pay Provided, That the CPCS does not cover indirect compensation regulated under existing laws such as, but not limited to: life and retirement insurance benefits; employee compensation insurance; health insurance; Pag-IBIG Fund benefits; and Provident Fund benefits. Each covered GOCC, acting through its Governing Board, shall adopt a Total Compensation Framework for their Officers and Employees pursuant to the terms herein and the attached Index of Occupational Services (IOS),Position Titles and Pay Grades, subject to the approval of the President of the Philippines in accordance with the favorable recommendation of the GCG. The Office of the President shall communicate the President's decision on each Compensation Framework submitted, or changes thereto, to GCG within forty-five (45) days after the date of receipt. If, however, no action is taken by the Office of the President thereon within the same period, the same shall be deemed approved, unless the Office of the President informs the GCG otherwise. 1. Basic Salaries. The Monthly Basic Salaries shall be set in accordance with the following guidelines: 1.1. Job Grades. The Job Grades below shall be implemented in each covered GOCC pursuant to a formal resolution of the Board of Directors and approved and validated by the GCG using the Salary Structure below. The Governing Board may propose a salary range for each Job Grade that falls below the salary ranges prescribed below taking into account the financial standing of the GOCC as well as the sustainability of the compensation framework. 1.1.1. Job Grades 1 to 10 (Labor, General Staff, Technical Support). Labor, General Staff, and Technical Support positions falling within Job Grades 1 to 10: Job Salary Range (P) Grade 1 11,068-11,756 2 11,761-12,461 3 12,466-13,209 4 13,214-14,787 5 14,788-16,547 6 16,548-18,518 7 18,519-20,722 8 20,754-25,946 9 25,947-32,439 10 32,440-40,557 1.1.2. Job Grades 8 to 11 (Professionals, Client Management). Professionals/Client Management positions falling within Job Grades 8 to 11: Job Salary Range (P) Grade 8 20,754-25,946 9 25,947-32,439 10 32,440-40,557 11 40,558-50,702 1.1.3. Job Grades 12 to 17 (Professionals, Client Management). Professionals/Client Management positions falling within Job Grades 12 to 17; and Job Grades 12 and Above (Supervisory, Executives). Supervisory and Executive positions falling within Job Grades 12 or higher shall be differentiated per Sector based on the following Sector-Specific Salary Structures, to wit: (a) Government Financial Institutions (GFIs) and Gaming Job Salary Range Grade Minimum Maximum 12 53,814 73,186 13 73,186 99,534 14 99,534 135,366 15 138,897 180,566 16 180,567 234,736 17 238,579 322,080 18 322,081 434,808 19 434,809 586,991 20 591,339 798,307 21 804,221 1,085,699 (b) All Other Sectors Job Salary Range Grade Minimum Maximum 12 55,652 72,348 13 72,348 94,052 14 94,052 122,268 15 124,985 156,231 16 156,231 195,289 17 195,289 244,111 18 244,111 305,139 19 310,446 403,579 20 403,579 524,653 21 524,653 682,049 1.2. Guidelines on Hiring Rate. The following guidelines shall apply on hiring rates: 1.2.1. For Job Grades 1 to 11, the hiring rate may be set up to minimum during the probationary period, but in no case lower than the applicable minimum wage rate mandated by law. In the case of individuals who exceed the minimum qualification standards, the hiring rate may be set until five percent (5%) above the minimum of the salary range. Upon appointment to regular status, the pay may be increased to the minimum of the hiring range. 1.2.2. For Job Grades 12 and above, the hiring rate may be set up to 10% above minimum if the individual exceeds the minimum requirements in accordance with the Civil Service Commission's Qualification Standards, by taking into consideration such factors as graduation from a reputable school, relevant experience, and more than the required educational attainment ( i.e., Master's, PhD, Multiple Master's and Multiple Certifications). 1.3. Promotion. The Governing Board through Management may promote an individual through any of the following ways: ETHIDa 1.3.1. Raise the salary to the minimum pay in the Job Grade of the vacant plantilla item to which the Officer or Employee will be promoted to; 1.3.2. If the salary of the Officer or Employee already exceeds the minimum pay in the Job Grade of plantilla item to which the Officer or Employee will be promoted to, raise the salary by the percentage difference in the salary range minimums of the current Job Grade to the new Job Grade; 1.3.3. Raise the salary by the percentage difference in the salary range midpoints of the current Job Grade to the new Job Grade; 1.3.4. If the Officer or Employee moves from an overtime-earning job to a non-overtime earning job, consideration must likewise be made for the earning potential lost on account of overtime work. 1.4. Merit Increases. Merit increases should be designed to support a performance-driven organization. A GOCC may recommend implementation of a Merit Increase, subject to approval of GCG, as follows: Step 1. Determine the salary increase budget for the year, considering projected market salary increase and the GOCC's affordability to pay. Step 2. Determine the performance rating distribution under the GOCC's Strategic Performance Management System (SPMS) or its equivalent. Implementing guidelines may vary year-on-year depending on considerations such as budget. Performance Rating Recommended Distribution Outstanding 10% Very Satisfactory 20% Satisfactory 50% Unsatisfactory 15% Poor 5% Step 3. Allocate percentage increases depending on the Officer's or Employee's performance. The following additional factors may also be considered: (a) The Officer's or Employee's current position in the salary range may also be considered; (b) The Officer's or Employee's rate of progress and future potential ( e.g., increase the time interval and/or decrease the size of the increase for an Officer/Employee approaching what appears to be their ultimate potential); (c) Foreseeable promotional opportunities for the Officer or Employee concerned. 1.4.1. The Governing Board through Management may withhold unearned increases from a poor performer where appropriate. 1.4.2. In no case shall such implementation of a merit increase result in raising the current salary of an Officer or Employee above twenty-five percent (25%) of the maximum of his/her JG. 2. Standard Allowances, Benefits and Bonuses. These refer to Fixed Cash Allowances and Fixed and Guaranteed Bonuses that are given across-the-board to Officers and Employees based on the prescribed rates for each Sector. These items shall be limited to the following: (a) Rice Allowance (b) Clothing/Uniform Allowance (c) Fixed Bonuses (d) Meal Allowance (e) Healthcare Plan supplementing the benefits under the Philippine Health Insurance Corporation (PHIC) 2.1. For All Sectors. (a) Fixed Bonuses: Mid-year Bonus and Year-end Bonus (b) Allowances: i. Rice P16,000 (Annual) ii. Clothing P6,000 (Annual) iii. Meal P18,000 (Annual) 2.2. Healthcare Plans. Subject to further guidelines to be issued by the GCG, the Governing Board of a GOCC which is financially capable of sustaining services of a Healthcare Plan, may procure pursuant to the "Government Procurement Reform Act" (R.A. No. 9184) a Healthcare Plan which may include the following benefits: Hospitalization Benefit, Clinical/Outpatient Benefit, Dental Care, Optical Benefit, etc. 3. Specific-Purpose Allowances and Benefits. 3.1. Hazard Pay. Personnel in GOCCs actually exposed to hazardous situations arising from the performance of their duties and responsibilities may be granted Hazard Pay at the following rates: Period of Assignment in a Monthly Month Rates (in work days) 1 to 7 days P500 8 to 14 days P625 15 or more days P750 Provided, that the GCG, upon application of the GOCC concerned, has determined and certified that the area of assignment of the subject personnel pose occupational risks or perils to life. Provided further, that the GCG shall have the authority to make reasonable adjustments to the foregoing rates, taking into consideration the sector/industry in which the GOCC concerned operates. 3.2. Overtime Pay. Individuals whose positions fall within the Technical Support, General Staff and Labor Career Bands as defined in Chapter V (Position Classification System) shall be entitled to additional compensation equivalent to his/her regular hourly wage plus at least twenty-five percent (25%) thereof. Work performed beyond eight hours on a holiday or rest day shall be paid an additional compensation equivalent to the rate of the first eight hours on a holiday or rest day plus at least thirty percent (30%) thereof. Total overtime payments in a given calendar year shall not exceed five percent (5%) of the total salaries of authorized positions of the GOCC. cSEDTC Undertime work on any particular day shall not be offset by overtime work on any other day. Permission given to the employee to go on leave on some other day of the week shall not exempt the employer from paying the additional compensation required in this Chapter. The overtime pay shall also apply in emergency cases, such as: When the country is at war or when any other national or local emergency has been declared by the Congress or the President; When it is necessary to prevent loss of life or property or in case of imminent danger to public safety due to an actual or impending emergency in the locality caused by serious accidents, fire, flood, typhoon, earthquake, epidemic, or other disaster or calamity; When there is urgent work to be performed on machines, installations, or equipment, in order to avoid serious loss or damage to the employer or some other cause of similar nature; When the work is necessary to prevent loss or damage to perishable goods; or Where the completion or continuation of the work started before the eighth hour is necessary to prevent serious obstruction or prejudice to the business or operations of the employer. 3.3. Night-Shift Differential Pay. An Officer or Employee shall be paid a night shift differential of not less than ten percent (10%) of his/her regular wage for each hour of work performed between ten o'clock in the evening and six o'clock in the morning. 3.4. Honorarium. This refers to the remuneration for individuals who concurrently occupy a Board/Corporate Officer position (in addition to their primary position) that does not require the services of a full time employee and which is compensated in the form of honoraria rather than salaries or per diems. The positions entitled to honoraria and the rates shall be determined by GCG using as reference the per diem rates set for Appointive Directors. In no case shall the honoraria be equivalent to or higher than the per diem of an Appointive Director of the GOCC concerned. 3.5. Allowance for Lawyer-Personnel. Lawyer-personnel appearing in court hearings to represent GOCCs under the control and supervision of the Office of the Government Corporate Counsel shall be entitled to an allowance of P1,250 for each attendance at hearings, except if pursuant to motions for extension or postponement but not exceeding P5,000 per month, provided, that this allowance shall not be granted to lawyer-personnel personnel appearing before quasi-judicial and administrative tribunals. 3.6. Other Allowances and Benefits Peculiar to Certain GOCCs. Upon the application of a GOCC, the GCG may allow the granting of other forms of allowances and benefits that are necessary and unique to the operations of the GOCC, such as but not limited to, living quarters allowance, family/home visit privilege. The said application shall be based upon a Board Resolution requesting for such authority and supported by documents justifying the necessity of the same as may be prescribed by GCG. 4. Variable Pay 4.1. Anniversary Bonus. GOCCs are authorized to grant an Anniversary Bonus to their Officers and Employees on the occasion of their respective milestone years; Provided, that the GOCC has paid all taxes and dividends for which it is liable under existing laws; Provided further, that the officer/employee has rendered at least one (1) year service in the same GOCC as of the date of the milestone year. For this purpose, a "milestone year" shall refer to the 5th anniversary and every fifth year thereafter. The payment of such Anniversary Bonus shall be in an amount not exceeding P5,000, or such rate as shall be promulgated by the GCG. Provided, that the GCG, upon application of the GOCC, may authorize the grant of an increased amount in consideration of the good performance of the GOCC, taking into account the fiscal realities of the GOCC. Funds for implementation shall be taken from the GOCC's corporate funds under its approved Corporate Operating Budget (COB). 4.2. Productivity Enhancement Incentive (PEI). The PEI, as determined by the Department of Budget and Management (DBM),shall be granted across-the-board to qualified Officers and Employees. 4.3. Performance-Based Bonus Systems 4.3.1. Organizational Performance-Based Bonus (OPBB). The OPBB is granted to all Officers and Employees of the GOCC within the first quarter of each year upon certification by the GCG the GOCC has achieved a weighted-average score of at least 90% on its Performance Scorecard for the previous year, which shall be equivalent to one month basic salary. The administration of the OPBB shall follow the same relevant criteria and processes pertaining to the IPBB as covered immediately hereunder. 4.3.2. Individual Performance-Based Bonus (IPBB). The grant of IPBB shall be subject to the following: i. Eligibility. Officers and Employees who occupy regular positions shall be entitled to IPBB provided they have rendered at least six (6) months of service in the GOCC for the performance year. ii. Plan Funding. Prior to the start of each financial year and during the budget planning cycle, amounts intended to be paid for IPBB shall be included in the payroll expense budget for the coming year. This budget shall be calculated based on the targeted payouts plus a buffer of ten percent (10%).If unspent, the amounts shall revert as savings for the GOCC. The budgeted amount shall also take into consideration the affordability constraints of the GOCC. iii. Performance Measures. The IPBB takes into account two primary measures: Overall Organization Performance and Individual Performance. iv. Payout Criteria. Pursuant to the "Performance Evaluation System for the GOCC Sector" (GCG MC No. 2013-02),including any future revision or amendment thereof, a GOCC in order to be eligible to grant IPBB to its qualified Officers and Employees must: Achieve a weighted-average score of at least 90% on its Performance Scorecard; and Comply with the Good Governance Conditions prescribed by GCG. v. Calibration between Measures and Awards. The IPBB amount shall be distributed based on individual performance under the GOCC's Strategic Performance Management System (SPMS) or its equivalent. The individual performance shall be quantified to allow for ranking on a performance bracket basis within each of the levels below for the purpose of distribution as follows: (a) Labor, General Staff, and Technical Support bands (b) Client Management/Sales, Professional, and Management/Supervisory bands (c) Executives Employees with JGs 1-7 who rated Satisfactory or higher shall be ranked, with the following multiple for each bracket: Performance Bracket Multiple Top 10% 1.50 Next 25% 1.25 Remaining 65% 1.00 Employees with JGs 8-11 who rated Satisfactory or higher shall be ranked, with the following multiple for each bracket: Performance Bracket Multiple Top 10% 2.00 Next 25% 1.75 Remaining 65% 1.50 Officers with JGs 12-15 who rated Satisfactory or higher shall be ranked, with the following multiple for each bracket: Performance Bracket Multiple Top 10% 2.50 Next 25% 2.25 Remaining 65% 2.00 Officers with JGs 16-21 who rated Satisfactory or higher shall be ranked, with the following multiple for each bracket: Performance Bracket Multiple Top 10% 3.50 Next 25% 3.25 Remaining 65% 3.00 vi. Amount of IPBB. The IPBB shall be based on the monthly basic salary. vii. Performance Period and Payout Frequency. The performance period follows the calendar year. Payouts occur once a year, generally during the first half of the subsequent year. viii. Implementation Guidelines. The GCG shall issue Memorandum Circulars on the implementation of the Performance-Based Bonus Systems. SDAaTC ANNEX 1 Classification of GOCCs by Mandate and Sector I. Developmental/Social Corporations Educational 1. Boy Scouts of the Philippines BSP 2. Development Academy of the Philippines DAP 3. Girl Scouts of the Philippines GSP Cultural 4. Cultural Center of the Philippines CCP 5. Nayong Pilipino Foundation, Inc. NPF Area Development 6. National Housing Authority NHA 7. Quezon City Development Authority QCDA 8. Southern Philippines Development Authority SPDA Gaming 9. Philippine Charity Sweepstakes Office PCSO II. Proprietary Commercial Corporations Trade 10. Center for International Trade Expositions and Missions CITEM 11. Duty Free Philippines Corporation DFPC 12. Philippine International Trading Corporation PITC 13. PITC Pharma, Inc. PITC-PI Area Development 14. Bases Conversion and Development Authority BCDA 15. Batangas Land Company, Inc. BLCI 16. First Cavite Industrial Estate, Inc. FCIEI 17. G.Y. Real Estate, Inc. GYREI 18. Independent Realty Corporation (PCGG) IRC 19. Kamayan Realty Corporation KRC 20. Mid-Pasig Land Development Corporation (PCGG) MLDC 21. Palacio Del Gobernador Condominium Corporation PDGCC 22. Partido Development Administration PDA 23. Pinagkaisa Realty Corporation PiRC Tourism 24. Corregidor Foundation, Inc. CFI 25. Marawi Resort Hotel, Inc. MRHI 26. Tourism Promotions Board (formerly PCVC) TPB III. Government Financial, Investment and Trust Institutions Banking Institutions 27. Al-Amanah Islamic Investment Bank of the Philippines AIIBP 28. Development Bank of the Philippines DBP 29. ***DBP Data Center, Inc. DDCI 30. ***DBP Management Corporation DBPMC 31. GSIS Family Bank GSIS-FB 32. Land Bank of the Philippines LBP 33. ***Land Bank Countryside Dev't. Foundation, Inc. LCDFI 34. ***LBP Resources and Development Corporation LRDC 35. Philippine Postal Savings Bank, Inc. PPSB 36. UCPB Savings Bank (PCGG) UCPB-SB 37. United Coconut Planters Bank (PCGG) UCPB Non Banking Institutions 38. Credit Information Corporation CIC 39. DBP Leasing Corporation DBP-LC 40. Home Guaranty Corporation HGC 41. LBP Insurance Brokerage, Inc. LBP-IBI 42. LBP Leasing Corporation LBP-LC 43. Masaganang Sakahan, Inc. MSI 44. National Development Company NDA 45. National Home Mortgage Finance Corporation NHMFC 46. National Livelihood Development Corp. (Merged Livecor and NLSF) NLDC 47. People's Credit and Finance Corporation PCFC 48. Performance Investment Corporation (PCGG) PIC 49. Philippine Crop Insurance Corporation PCIC 50. Quedan & Rural Credit Guarantee Corporation QUEDANCOR 51. Small Business Corporation SBC 52. Social Housing Finance Corporation SHFC 53. Philippine Export-Import Credit Agency (TIDCORP) PhilEXIM 54. UCPB CIIF Finance and Development Corp (PCGG) UCPB-CFDC UCPB 55. UCPB Leasing (PCGG) Leasing Social Security Institutions 56. Employees Compensation Commission ECC Occupational Safety and Health Center (Special ECC OSHC Department) 57. Government Service Insurance System GSIS 58. Home Development Mutual Fund (Pag-IBIG) HDMF 59. Philippine Health Insurance Corporation PHIC 60. Social Security System SSS 61. Veterans Federation of the Philippines VFP IV. Corporations with Regulatory Functions Government Financial Institution 62. Philippine Deposit Insurance Corporation PDIC Area Development 63. Clark Development Corporation CDC 64. John Hay Management Corporation JHMC 65. Poro Point Management Corporation PPMC Tourism 66. Philippine Retirement Authority PRA Agriculture and Fisheries 67. National Food Authority NFA 68. National Tobacco Administration NTA 69. Philippine Coconut Authority PCA 70. Sugar Regulatory Administration SRA Area Development 71. Laguna Lake Development Authority LLDA 72. Philippine Reclamation Authority (Formerly PEA) PReCA 73. Tourism Infrastructure & Enterprise Zone Authority (formerly PTA) TIEZA Gaming 74. Philippine Amusement and Gaming Corporation PAGCOR Utilities 75. Cebu Port Authority CPA 76. Civil Aviation Authority of the Philippines CAAP 77. Local Water Utilities Administration LWUA 78. Metropolitan Waterworks and Sewerage System MWSS 79. National Irrigation Administration NIA 80. Philippine Ports Authority PPA Energy 81. National Electrification Administration NEA 82. National Transmission Corporation NTC Materials 83. Philippine Mining Development Corporation PMDC (formerly NRMDC) V. Energy and Materials Sector Energy 84. National Power Corporation NPC 85. Philippine National Oil Company PNOC 86. Piedras Petroleum Company, Inc. (PCGG) PIEDRAS 87. Power Sector Assets and Liabilities Management Corporation PSALM 88. PNOC Exploration Corporation PNOC-EC 89. PNOC Renewables Corporation PNOC-RC 90. Philippine Electricity Market Corporation PEMC Materials 91. Batong Buhay Gold Mines, Inc. BBGMI 92. Bukidnon Forest, Inc. BFI 93. Chemfields, Inc. (PCGG) CI 94. Natural Resources Development Corporation NRDC 95. North Davao Mining Corporation NDMC VI. Agriculture, Fisheries and Food Sector Agriculture and Fisheries 96. National Dairy Authority NDA 97. Philippine Fisheries Development Authority PFDA 98. Philippine Sugar Corporation (PMO) PHILSUCOR 99. Phividec Panay Agro-Industrial Corp. (PMO) PPAC Food 100. Food Terminal, Inc. (PMO) FTI 101. National Sugar Development Company (PMO) NASUDECO 102. Northern Foods Corporation (PMO) NFC VII. Utilities and Communications Sector Utilities 103. Bataan Shipyard and Engineering Company (PCGG) BASECO 104. Clark International Airport Corporation CIAC 105. Light Rail Transit Authority LRTA 106. Mactan-Cebu International Airport Authority MCIAA 107. Manila International Airport Authority MIAA 108. North Luzon Railway Corporation NLRC 109. Panay Railways, Inc. (PMO) PRI 110. PEA Tollway Corporation PEA-TC 111. Philippine Aerospace Development Corporation PADC 112. Philippine National Construction Corporation (PMO) PNCC 113. Philippine National Railways PNR 114. Southern Utility Management, Inc. SUMSI Communications 115. APO Production Unit, Inc. APO-PUI 116. Banahaw Broadcasting Corporation (PCGG) BBC 117. Intercontinental Broadcasting Corporation IBC 118. People's Television Network, Inc. PTNI 119. Philippine Communications Satellite Corporation (PCGG) PHILCOMSAT 120. Philippine Postal Corporation PPC VIII. Health Care Services Sector 121. La Union Medical Center LUMC ANNEX 2 Index of Occupational Services, Job Titles, and Job Grades (IOS) of the CPCS for GOCCs I. Introduction A. Background Position Classification is an important process where all jobs in the company are systematically assessed and evaluated to determine the relative importance and value to the company. This evaluation, expressed in the form of Career Levels and/or Job Grades becomes the basis for hiring, promoting, and ultimately, rewarding the jobholder. This Job leveling/classification system allows the company to easily determine the relative worth of the job internally (against other jobs in the company) and externally (against other similar jobs in other companies). The IOS was also designed to balance flexibility and uniformity in titling jobs. For certain positions, the GOCC Department/Unit is descriptive of the Occupational Service ( e.g., HR Senior Officer from the HR Department).For other positions that are generic in character such that they could be found across departments (Administrative Services staff),the IOS requires a descriptive job title in addition to the GOCC Department/Unit taken together are the equivalent of the "Occupational Service." However, prescribed level titles assigned to job grades within each Career Band are fixed. B. Information Requirements As a prerequisite to any Job leveling/classification exercise, updated organization structure, inventory of jobs and job descriptions (JDs) of the Company are needed. This information is used as the basis for assessing job content, which is essential for establishing the leveling system. GOCCs will ensure that the information required is available during any position classification exercise to either evaluate newly created jobs or review the grades of jobs that have evolved. In lieu of job descriptions, GOCCs must identify personnel or a resource person who are knowledgeable and can very well explain the content of jobs that will be evaluated. C. Process Steps in Position Classification The highest Job Grade within a GOCC shall be assigned to the CEO based on the overall size of the GOCC. No other plantilla position in the GOCC shall be considered to be of equivalent rank. For all other positions, follow the procedure below: Step 1. Preliminary Evaluation: Prepare the job description/s and the organization structure/chart. Evaluate the jobs using the Position Classification System Guide. Understand carefully the descriptions or definitions for each band, career level and Job Grade and find the descriptions closest to the responsibilities/scope/content of the jobs being evaluated. (a) Determine the classification of the position using the Position Class Descriptions (CEO, Management, or Individual Contributor). (b) Determine the Career Band of the Job ( e.g., Supervisory/Management, Professional, etc.) using the Career Band Descriptions . (c) Determine the Career Level within the Career Band by looking at the closest fit or match ( e.g., For Management M1, M2, M3 or for Professional P3, P4, P5). (d) Determine the Job Grade within the Career Level by looking at the closest fit or match ( e.g., For M1 JG 10 or JG11, M2 JG12 or JG13, M3- JG 14 or JG15) For positions in the Executive Career Band, steps (c) and (d) above will depend on the Classification of the GOCC by Overall Size, as approved by GCG. Step 2. Job Titling: Depending on the result of the evaluation, refer to the titling format to determine the proper titling of jobs. The intent is to label jobs in same career band, career level and Job Grade with consistency while continuing to recognize their functional groups. Job titling in the Executive Career Band will follow respective organizational job titles currently used by the GOCC, i.e., AVP, VP, Director, Head. Step 3. Validation/Calibration: Compare the results of Job Grades of the jobs evaluated against similarly rated jobs to ensure that the Job Grades are aligned or have comparable value to the company. The comparison and validation may be done within same functional group ( i.e., only within HR or Operations) or across the company. Adjustments may be done based on the validation/calibration step. This aims to ascertain that jobs with more or less same responsibilities or nature of work are valued the same. Guide for Step 1 (A):Position Class Descriptions Guide for Step 1 (B):Career Band Descriptions Executive (EX) Typically, the most senior level within a major function who is primarily involved in the development, evolution and approval of long-term vision across a market function, division, region, or country Typically, one downs of CEO/President/Business Unit Heads May be a board or executive committee member or will have a comparable level of influence Impacts broader organization performance directly aScITE Main focus is on strategy setting (either for the entire organization or a major function/division of the organization) Supervisory/Management (M) Implements organization strategies through the effective direction and management of resources Sets discipline or area strategy consistent with established organization strategies Focused on policy making and/or implementation, ensuring compliance with organization policies Accountable for managing people, setting direction and deploying resources Accountable for business, functional, or operational areas, processes, or programs Customer/Client Management & Sales (S) Primarily involved in direct contact with customers/clients to acquire new business or develop existing business or accounts Participates in sales presentations, developing bids, and responding to proposals At senior levels, likely to set/negotiate product/service terms (contracts) A portion of their compensation is likely to be based on sales results Professional (P) Work is primarily achieved by an individual or through project teams Roles that are typically filled by qualified professionals who are expected to use their judgment to apply expertise gained through education and/or experience Roles that are expected to work independently with minimal supervision Progression within the career band is defined by increasing depth of professional knowledge, project management, and ability to influence others Entry-level jobs within the Professional Career Band typically require a university degree or equivalent work experience that provides knowledge of and exposure to fundamental theories, principles, and concepts Typically requires mastery of a specialized field of expertise related to a professional qualification which may be in the form of a professional certification ( e.g. ,Engineers, CPA, etc.) Technical Support (T) Performs technical tasks required to support ongoing business operations ( e.g., technicians, IT administrators) HTcADC Requires vocational training or the equivalent experience, but does not require a university degree Skilled technician in a hands-on environment, often highly specialized General Staff G Supports the business through performing clerical/administrative support tasks Work is typically rule-based, covered by standard operating procedures, and jobholder has very limited opportunity to deviate from agreed processes and standards acEHCD Requires vocational training or the equivalent experience, but does not require a university degree Labor (L) Performs operational, craft or manual tasks Performs tasks according to established procedures, with limited opportunity for independent decision-making Typically performs unskilled or semi-skilled work Guide for Step 1 (C) and 1 (D) for Executives: Determining the Career Level and Job Grade (JG) of Executives Large GOCC: Average Grade 21 JG JG Descriptions 21 CEO/President/Business Unit Head Highest ranking executive in the GOCC 20 Typically the COO/President and/or in some organizations the CFO Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 19 Manages multiple functions or a critical function representing a core business activity with a major impact on business performance Plays a direct role in shaping the strategy and external image of the entire business Typically sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 18 Head of a large or key function with a direct impact on business performance Significantly influences strategic policy for the entire business May sit on the Executive Leadership Team or equivalent decision-making body Typically reports to the CEO/Profit Center Head or a COO/President 17 Top Functional Executive in charge of a function providing infrastructure for the business or impacting business performance indirectly Primarily involved in setting functional strategy Typically reports into Regional/Divisional Head or a COO/President 16 Top Functional Executive within a large geography or main division of the business or in charge of a small corporate discipline Typically manages a significant proportion of total staff in the function and/or significantly influences functional strategy Typically reports into Functional Head or Subregion/Divisional/Country Head Large GOCC: Average Grade 20 JG JG Descriptions 20 CEO/President/Business Unit Head; highest ranking executive in the GOCC 19 Typically the COO/President and/or in some organizations the CFO Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 18 Head of a large or key function with a direct impact on business performance Significantly influences strategic policy for the entire business May sit on the Executive Leadership Team or equivalent decision-making body Typically reports to the CEO/Profit Center Head or a COO/President 17 Top Functional Executive in charge of a function providing infrastructure for the business or impacting business performance indirectly Primarily involved in setting functional strategy Typically reports into Regional/Divisional Head or a COO/President 16 Top Functional Executive within a large geography or main division of the business or in charge of a small corporate discipline Typically manages a significant proportion of total staff in the function and/or significantly influences functional strategy Typically reports into Functional Head or Subregion/Divisional/Country Head Medium GOCC: Average Grade 19 JG JG Descriptions 19 CEO/President/Business Unit Head; highest ranking executive in the GOCC 18 Manages multiple functions (e.g.,COO, President, etc.) or a critical function representing a core business activity with a major impact on business performance Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 17 Head of a large or key function with a direct impact on business performance Significantly influences strategic policy for the entire business May sit on the Executive Leadership Team or equivalent decision-making body Typically reports to the CEO/Profit Center Head or a COO/President 16 Top Functional Executive in charge of a function providing infrastructure for the business or impacting business performance indirectly Primarily involved in setting functional strategy Typically reports into Regional/Divisional Head or a COO/President 15 Top Functional Executive within a geography or division of the business or in charge of a discipline Significantly influences functional strategy Typically reports into Functional Head or Subregion/Divisional/Country Head Medium GOCC: Average Grade 18 JG JG Descriptions 18 CEO/President/Business Unit Head; highest ranking executive in the GOCC 17 Head of a large/key or multiple functions with a direct impact on business performance Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 16 Top Functional Executive in charge of a function providing infrastructure for the business or impacting business performance indirectly Primarily involved in setting functional strategy May report to CEO/Profit Center Head or Divisional or Country Head 15 Top Functional Executive within a geography or division of the business or in charge of a discipline Significantly influences functional strategy Typically reports into Functional Head or Divisional or Country Head Small GOCC: Average Grade 17 JG JG Descriptions 17 CEO/President/Business Unit Head; highest ranking executive in the GOCC 16 Head of a large/key or multiple functions with a direct impact on business performance Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head 15 Top Functional Executive in charge of a function providing infrastructure for the business or impacting business performance indirectly Primarily involved in setting functional strategy May report to CEO/Profit Center Head or Divisional or Country Head Small GOCC: Average Grade 16 JG JG Descriptions 16 CEO/President/Business Unit Head; highest ranking executive in the GOCC 15 Head of a large/key or multiple functions with a direct impact on business performance Plays a direct role in shaping the strategy and external image of the entire business Sits on the Executive Leadership Team or equivalent decision-making body Typically reports directly to the CEO/Profit Center Head Guide for Step 1 (C),1 (D) and Step 2 for Supervisory/Management Band and Individual Contributors Determining the Career Level, Job Grade (JG) and Job Titling 1. Supervisory/Management Band (M) Career Band Description Implements organization strategies through the effective direction and management of resources Sets discipline or area strategy consistent with established organization strategies Focused on policy making and/or implementation, ensuring compliance with organization policies Accountable for managing people, setting direction and deploying resources Accountable for business, functional, or operational areas, processes, or programs Job Titling The following titling format shall be applied: GOCC Unit/Department + Prescribed Level Title Example: Accounting Asst. Manager (M2-JG13) Logistics Supervisor (M1-JG11) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title M5 Senior Group Manager (Job Grade 17) Not applicable for GOCCs Applies only to large international or global (only available for Global and International organizations) organizations Provides leadership and direction through Group and/or Senior Managers Develops, adapts and executes functional or departmental strategy to achieve key business objectives in area of responsibility M4 Group Manager (Job Grade 16) Head HR Head Finance Legal Head Administrative Purchasing Provides leadership and direction through Head Services Head Senior Managers and Managers Head Is accountable for the performance and results of diverse disciplines or departments within a major region or division Adapts and executes functional or departmental business plans and contributes to the development of functional or departmental strategies M3 Senior Manager (aligns Job Grade 15 Differentiator Senior HR Senior Finance Legal Senior Administrative Purchasing with Job Grades 14 & 15) Looks beyond existing Manager Manager Senior Manager Services Senior methodologies and Manager Senior Manager Provides leadership to own discipline to define Manager managers, supervisors and resolve complex and/or professional staff problems Develops plans and delivers results in fast- Is accountable for the changing businesses and/or performance and results regulatory environments of multiple related units Manages large, potentially diverse teams of Develops departmental managers and/or senior plans, including professionals business, production and/or organizational Job Grade 14 Differentiator Manager HR Finance Legal Administrative Purchasing priorities Identifies applications of Manager Manager Manager Services Manager functional knowledge and Manager existing methodologies to complex problems Manages large teams of professionals and/ or junior managers M2 Manager (aligns with Job Grade 13 Differentiators Assistant HR Finance Legal Administrative Purchasing Job Grades 12 & 13) Accountable for the Manager Assistant Assistant Assistant Services Assistant budget, performance Manager Manager Manager Assistant Manager Manages professional and results of a Manager employees and/or medium-sized team supervisors or supervises or multiple small teams large, complex technical Exercises full or business support or management authority, production operations including performance team(s) reviews, pay decisions, recruitment, discipline, termination, and other personnel actions Is accountable Addresses issues with for the performance impact beyond own and results of team based on a team within knowledge of related own discipline disciplines or function Job Grade 12 Differentiators Senior HR Senior Finance Legal Senior Administrative Purchasing Adapts departmental Accountable for results Supervisor Supervisor Senior Supervisor Services Senior plan and priorities to of a small team Supervisor Senior Supervisor address resource and Exercises limited Supervisor operational challenges management authority; sets employee performance objectives, conducts performance reviews and recommends pay actions Defines team operating standards and ensures essential procedures are followed based on knowledge of own discipline M1 Supervisor (aligns with Job Grade 11 Differentiators Supervisor HR Finance Legal Administrative Purchasing Job Grades 10 & 11) Accountable for the Supervisor Supervisor Supervisor Services Supervisor results of a large and/or Supervisor Coordinates and moderately complex supervises support or production the daily activities operations team of business or including subordinate technical support or work leaders production team Applies acquired expertise to analyse and solve problems Sets priorities for the without clear precedent team to ensure task completion; Provides input on resource coordinates work planning and policy activities with other development supervisors Coaches team members on performance, Decisions are guided completes employee by policies, procedures performance evaluations, and business plan; and recommends pay receives guidance and actions oversight from manager Job Grade 10 Differentiators Junior HR Junior Finance Legal Junior Administrative Purchasing Accountable for the results Supervisor Supervisor Junior Supervisor Services Supervisor Typically does not of medium-sized routine Supervisor Junior spend more than 20% support or production Supervisor of time performing operations team the work supervised Solves problems based on practice and precedent Trains team members and provides input to employee performance evaluations 2. Professional (P) Career Band Description Work is primarily achieved by an individual or through project teams Roles that are typically filled by qualified professionals who are expected to use their judgment to apply expertise gained through education and/or experience Roles that are expected to work independently with minimal supervision Progression within the career band is defined by increasing depth of professional knowledge, project management, and ability to influence others Entry-level jobs within the Professional Career Band typically require a university degree or equivalent work experience that provides knowledge of and exposure to fundamental theories, principles, and concepts Typically requires mastery of a specialized field of expertise related to a professional qualification which may be in the form of a professional certification ( e.g., Engineers, CPA, etc.) Job Titling The following titling format shall be applied: GOCC Unit/Department + Prescribed Level Title Example: Accounting Sr. Officer (M2-JG10) Logistics Officer (P1-JG9) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title P6 Renowned Expert Job Grade 17 Differentiators Not applicable for GOCCs (aligns with Job Grade 16 & 17) Only applies to large (only available for Global and International organizations) international or global businesses Is recognized as an Contributes as top thought external thought leader leader worldwide, whose within strategic achievements include function or major innovations that discipline change and advance the industry and/or profession Influences the Leads the largest strategy to address projects/initiatives internal or external that have a significant business and impact upon a complex, regulatory issues global business Job Grade 16 Senior HR Senior Finance Legal Senior Administrative Purchasing Differentiators Advisor Advisor Senior Advisor Services Senior Proactively identifies, Typically found in Job Grades Advisor Senior Advisor defines, and solves 18 or higher organizations Advisor the most complex Contributes thought problems that leadership and innovation impact the that influences change management and and advancement of direction of the the industry and/or business profession Leads large projects/ initiatives that impact the business on a domestic or international scale P5 Master (aligns with Job Grade 15) Advisor HR Advisor Finance Legal Administrative Purchasing Is recognized as an expert within the organization, Advisor Advisor Services Advisor both within and beyond own Advisor function Anticipates internal and/or external business challenges and/or regulatory issues; recommends process, product or service improvements Progression to this level is typically restricted on the basis of business requirements P4 Subject Matter Expert Job Grade 14 Differentiators Senior HR Finance Legal Administrative Purchasing (aligns with Job Provides innovative Specialist Assistant Assistant Assistant Services Assistant Grades 13 & 14) solutions to complex Senior Senior Senior Assistant Senior issues in specialized area Specialist Specialist Specialist Senior Specialist Is recognized as an Serves as best practice/ Specialist expert in own area quality resource within within the organization and outside own discipline May lead functional teams or projects Requires specialized Job Grade 13 Differentiators Junior HR Junior Finance Legal Junior Administrative Purchasing depth and/or breadth Guides others in Specialist Specialist Junior Specialist Services Junior of expertise resolving complex Specialist Junior Specialist issues in specialized Specialist area based on existing solutions Works independently, and procedures, with guidance in only the most Serves as best complex situations practice/quality resource within own discipline or Progression to this as technical level is typically expert on restricted on the functional or cross- basis of business functional teams or requirement projects Trains/mentors junior staff P3 Career (aligns with Job Job Grade 12 Differentiators Senior HR Senior Finance Legal Senior Administrative Purchasing Grades 11 & 12) Uses best practices and Analyst Analyst Senior Analyst Services Senior Requires in-depth knowledge of internal Analyst Senior Analyst knowledge or external business Analyst and experience issues to improve Solves complex products/services or problems; takes processes a new perspective Typically resolves using existing complex problems or solutions problems where Works precedent may not independently; exist Often leads the receives minimal work of project teams; guidance may formally train junior staff Job Grade 11 Differentiators Junior HR Junior Finance Legal Junior Administrative Purchasing Contributes to process Analyst Analyst Junior Analyst Services Junior improvements Analyst Junior Analyst Typically resolves Analyst problems using existing solutions Provides informal guidance to junior staff P2 Intermediate (aligns with Job Grade 10) Senior HR Senior Finance Legal Senior Administrative Purchasing Requires knowledge and experience in own discipline; Officer Officer Senior Officer Services Senior still acquiring higher level knowledge and skills Officer Senior Officer Officer Analyzes, possible solutions using standard procedures Receives a moderate level of guidance and direction P1 Entry (aligns with Job Job Grade 9 Differentiators Officer HR Officer Finance Legal Officer Administrative Purchasing Grades 8 & 9) Has limited discretion to Officer Services Officer vary from established Officer Performs routine procedures assignments in the entry level of the Has limited work Professional Career experience involving Band basic concepts and procedures Typically requires Job Grade 8 Differentiators Junior HR Junior Finance Legal Junior Administrative Purchasing a college or university Has no discretion to vary Officer Officer Junior Officer Services Junior Officer degree or the from established Officer Junior Officer equivalent work procedures experience that Has no related work provides knowledge experience or has work and exposure experience but requires to fundamental formal training in theories, principles and theories/concepts in concepts own function Receives instruction, Entry-level graduate in the guidance and probationary period direction from others 3. Customer/Client Management & Sales (S) Description Career Band Description Primarily involved in direct contact with customers/clients to acquire new business or develop existing business or accounts Participates in sales presentations, developing bids, and responding to proposals At senior levels, likely to set/negotiate product/service terms (contracts) A portion of their compensation is likely to be based on sales results Job Titling: The following titling format shall be applied: GOCC Unit/Department + Prescribed Level Title Example: Sales Senior Representative (S2-JG10) Luzon Sales Representative (S1-JG9) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title S6 Elite Expert (aligns Job Grade 17 Differentiators Not applicable for GOCCs with Job Grades 16 & 17) Only applies to large (only available for Global and International organizations) international or Is recognized global businesses externally as a Manages largest, leading sales most strategically strategist and important global business expert, accounts in a very with highly large organization sophisticated Is recognized as one understanding of of the top sales customer needs and producers in a global competitors' offerings organization and Is recognized internally in the wider industry as a role model and leader in planning Job Grade 16 Differentiators Advisor Key Direct Bid Channel Account and executing Typically found in Job Accounts Sales Management Sales Management successful sales Grade 18 or Advisor Advisor Advisor Advisor Advisor strategies higher organization for the organization's Manages large, largest and most complex, international complex clients or accounts in a medium markets to large organization Progression Is recognized as a major to this level is sales producer in an typically restricted on international business the basis of individual capabilities and business requirements S5 Senior Expert (aligns with Job Grade 15) Senior Key Direct Bid Channel Account Specialist Accounts Sales Management Sales Management Has an extremely deep understanding of business, Senior Senior Senior Senior Senior financials, products/services, the market, and the Specialist Specialist Specialist Specialist Specialist needs/challenges of assigned accounts; develops colleagues' and customers' understanding; is recognized as an expert in many areas Works with large/important/global accounts Has full authority/opportunity to set and negotiate product/service terms S4 Expert (aligns with Job Job Grade 14 Specialist Key Direct Bid Channel Account Grades 13 & 14) Differentiators Accounts Sales Management Sales Management Has a deep Most clients are Specialist Specialist Specialist Specialist Specialist understanding of substantial, high profile business, financials, accounts spanning products/services, broad geographic the market or the areas, representing needs/challenges of significant revenue assigned accounts and having diverse Complexity is extremely and complex needs high (territory/account, Negotiates sales terms products/services, with considerable sales or account discretion at high levels of management client organizations process);serves as Is recognized as a best team lead practice expert in several Has extremely high business/sales/product/ authority/opportunity service areas to set and negotiate Job Grade 13 Differentiators Assistant Key Direct Bid Channel Account product/service terms Some clients are Specialist Accounts Sales Management Sales Management Plans own territory high profile accounts Assistant Assistant Assistant Assistant Assistant or account approach spanning broad Specialist Specialist Specialist Specialist Specialist and has input geographic areas, into colleagues' representing significant approaches; manages revenue and having own and often others' diverse and complex resources needs Negotiates sales terms with moderate discretion within policy guidelines Leads small to medium sales teams, but without supervisory authority S3 Career (aligns with Job Grade 12 Differentiators Senior Key Direct Bid Channel Account Job Grades 11 & 12) Manages accounts in a Executive Accounts Sales Management Sales Management Has a solid large domestic or small Senior Senior Senior Senior Senior understanding of multi-country territory Executive Executive Executive Executive Executive business, financials, Recognized internally as of business, financials, an expert in an aspect products/services, the products/services, the market, and the needs market and the needs of assigned accounts; of assigned accounts may help develop Typically leads a small colleagues' sales team but without understanding; supervisory authority may be recognized Trains and mentors as an expert in one junior staff area Job Grade 11 Differentiators Executive Key Direct Bid Channel Account Manages a medium Accounts Sales Management Sales Management domestic territory Executive Executive Executive Executive Executive Complexity is high Develops expertise in an (territory/account, aspect of business, products/services, financials, products/ sales or account services, the market management and the needs of assigned process);may accounts serve as team lead Leads a small sales team on an ad hoc basis to meet specific client needs Provides informal guidance to junior staff S2 Intermediate (aligns with Job Grade 10) Senior Key Direct Bid Channel Account Is developing an understanding of business, financials, Representative Accounts Sales Management Sales Management products/services, the market, or account needs Senior Senior Senior Senior Senior Complexity is moderate (territory/assigned accounts, Representative Representative Representative Representative Representative products/services, sales or account management process) Has moderate authority/opportunity to set and negotiate product/service terms Is beginning to plan own territory or account approach and monitor resources S1 Entry (aligns with Job Job Grade 9 Differentiators Representative Key Direct Bid Channel Account Grades 8 & 9) Accounts Sales Management Sales Management Has general Has structured direct Representative Representaive Representative Representative Representative awareness of contact with clients business, financials, and limited authority for products/services negotiation and the market Has general knowledge Complexity is limited of assigned products (territory/account, and services products/services, Has limited work sales process) experience involving Has very limited basic concepts and authority/opportunity procedures to set and negotiate Job Grade 8 Differentiators Assistant Key Direct Bid Channel Account product/service terms Has limited direct contact Representative Accounts Sales Management Sales Management Relies on manager to with clients and no Assistant Assistant Assistant Assistant Assistant provide planning and authority for negotiation Representative Representative Representative Representative Representative manage resources Develops basic understanding of products and services through on-the-job training 4. Technical Support (T) Career Band Description Performs technical tasks required to support ongoing business operations ( e.g., technicians, IT administrators) Requires vocational training or the equivalent experience, but does not require a university degree Skilled technician in a hands-on environment, often highly specialized Job Titling The following titling format shall be applied: GOCC Unit/Department + Descriptive Job Title + Prescribed Level Title Example: Carpenter 6 (T2-JG6) IT Assistant 8 (T3-JG8) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title T4 Lead (aligns with Job Job Grade 10 Differentiators Senior Technician Carpenter Equipment Operations IT Helpdesk Grades 9 and 10) Leads one or more Lead Senior Senior Maintenance Staff Support Has advanced and teams in the Lead Lead Staff Senior Senior Senior specialized expertise, performance of a Lead Lead Lead typically developed variety of tasks through a combination that are often complex of job-related Analyzes complex training and technical problems considerable and delivers solutions on-the-job where precedent may experience not exist Acts as a lead, Job Grade 9 Differentiators Lead Technician Carpenter Equipment Operations IT Helpdesk coordinating Leads a team in the Lead Lead Maintenance Staff Lead Support Lead the work of others performance of a Staff Lead but is not variety of tasks that are a supervisor often routine Works autonomously Solves problems of a within established recurring nature procedures and practices T3 Senior (aligns with Job Job Grade 8 Differentiators 8 Technician Carpenter Equipment Operations IT Helpdesk Grades 7 and 8) Performs highly complex 8 8 Maintenance Staff 8 Support 8 Has developed and varied tasks Staff 8 proficiency in a range of processes or Typically has specialized procedures through external certification job-related training and Guides and supports considerable on- junior team members; the-job experience may assist in their Works within defined formal orientation processes and and training procedures or Job Grade 7 Differentiators 7 Technician Carpenter Equipment Operations IT Helpdesk methodologies and Performs moderately 7 7 Maintenance Staff 7 Support 7 may help determine complex and varied Staff 7 the appropriate tasks approach for new May have specialized assignments external certification Works with a limited Guides junior team degree of supervision members Acts as an informal resource for colleagues with less experience T2 Intermediate (aligns with Job Grade 6) 6 Technician Carpenter Equipment Operations IT Helpdesk Applies experience and skills to complete assigned 6 6 Maintenance Staff 6 Support 6 work within own area of expertise Staff 6 Works within standard operating procedures and/or scientific methods Works with a moderate degree of supervision T1 Entry (aligns with Job Grade 5) 5 Technician Carpenter Equipment Operations IT Helpdesk Has basic skills in an analytical or scientific method 5 5 Maintenance Staff 5 Support 5 or operational process Staff 5 Works within clearly defined standard operating procedures and/or scientific methods and adheres to quality guidelines Works with close supervision 5. General Staff (G) Career Band Description Supports the business through performing clerical/administrative support tasks Work is typically rule-based, covered by standard operating procedures, and jobholder has very limited opportunity to deviate from agreed processes and standards Requires vocational training or the equivalent experience, but does not require a university degree Job Titling The following titling format shall be applied: GOCC Unit/Department + Descriptive Job Title + Prescribed Level Title Example: Encoder 7 (G3-JG7) Billing Clerk 8 (G4-JG8) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title G4 Lead (aligns with Job Job Grade 9 Differentiators Lead HR Finance Legal Administrative Purchasing Grades 8 and 9) Leads one or more teams Recruiter Payroll Support Services Assistant, Has developed in the performance of a Lead Clerk Clerk Lead Staff Lead expertise in a variety of tasks that are Lead Lead variety of work often complex processes or Analyzes complex activities typically problems and delivers developed through solutions where a combination of precedent may not job-related training exist and considerable Job Grade 8 Differentiators 8 HR Finance Legal Administrative Purchasing on-the-job Leads a team in the Recruiter 8 Payroll Support Services Assistant 8 experience performance of a Clerk 8 Clerk 8 Staff 8 Typically acts as a variety of tasks that lead, coordinating are often routine the work of others, Solves problems of a but not a supervisor recurring nature Works autonomously within established procedures and practices G3 Senior (aligns with Job Grade 7) 7 HR Finance Legal Support Administrative Purchasing Has developed specialized skills or is Recruiter 7 Payroll Clerk 7 Services Assistant 7 multi-skilled through job-related Clerk 7 Staff 7 training and considerable on- the-job experience Completes work with a limited degree of supervision Likely to act as an informal resource for colleagues with less experience G2 Intermediate (aligns with Job Grade 6) 6 HR Finance Legal Administrative Purchasing Has developed knowledge and skills through Recruiter 6 Payroll Support Services Staff Assistant 6 formal training or considerable work experience Clerk 6 Clerk 6 6 Entry level often for those with work experience in the skill area Works within established procedures with a moderate degree of supervision G1 Entry (aligns with Job Job Grade 5 Differentiators 5 HR Finance Legal Administrative Purchasing Grades 4 and 5) Has limited prior relevant Recruiter 5 Payroll Support Services Assistant 5 Entry level job with training or work Clerk 5 Clerk 5 Staff 5 little or no prior experience relevant work Has limited discretion to experience vary from established Acquires basic skills procedures to perform routine Job Grade 4 Differentiators 4 HR Finance Legal Administrative Purchasing tasks Recruiter 4 Payroll Support Services Assistant 4 Work is prescribed Has no prior relevant Clerk 4 Clerk 4 Staff 4 and completed with training or work little autonomy experience Works with either close supervision or Has no discretion to vary from under clearly established procedures defined procedures 6. Labor (L) Career Band Description Performs operational, craft or manual tasks Performs tasks according to established procedures, with limited opportunity for independent decision-making Typically performs unskilled or semi-skilled work Job Titling The following titling format shall be applied: GOCC Unit/Department + Descriptive Job Title + Prescribed Level Title Example: Sanitation Aide 5 (L2-JG5) Sanitation Aide Lead (L4-JG7) Career Level/Job Grade Descriptors Prescribed Sample Job Titles (For Illustrative Purposes Only) Level Title L4 Lead (aligns with Job Grade 7) Lead Sanitation Machine Materials Line Materials Has developed expertise, typically through Aide Operator Handler Assembler Packer Lead a combination of job-related training and Lead Lead Lead Lead considerable on-the-job experience Typically acts as a lead, coordinating the work of others but is not a supervisor Works autonomously within established procedures and practices L3 Senior (aligns with Job Grade 6) 6 Sanitation Machine Materials Line Materials Has developed proficiency through job-related Aide 6 Operator 6 Handler 6 Assembler 6 Packer 6 training and considerable on-the-job experience Completes work with a limited degree of supervision Likely to act as an informal resource for colleagues with less experience L2 Intermediate (aligns Job Grade 5 Differentiators 5 Sanitation Machine Materials Line Materials with Job Grades 4 and 5) Aide 5 Operator 5 Handler 5 Assembler 5 Packer 5 Has developed skills Performs the full range of through formal training established procedures, or considerable work and will typically be experience considered skilled through on-the-job experience Resolves routine Works within issues without established supervisory approval procedures with a Job Grade 4 Differentiators 4 Sanitation Machine Materials Line Materials moderate degree of Performs most established Aide 4 Operator 4 Handler 4 Assembler 4 Packer 4 supervision procedures and will typically be considered semi-skilled through on-the-job experience Resolves routine issues with senior staff or supervisory guidance and approval L1 Entry (aligns with Job Job Grade 3 Differentiators 3 Sanitation Machine Materials Line Materials Grades 2 and 3) Has limited prior relevant Aide 3 Operator 3 Handler 3 Assembler 3 Packer 3 Entry-level job with training or work little or no prior experience relevant experience Has limited discretion to vary from established procedures Work is prescribed and Job Grade 2 Differentiators 2 Sanitation Machine Materials Line Materials completed with close Has no prior relevant Aide 2 Operator 2 Handler 2 Assembler 2 Packer 2 supervision and little training or work autonomy experience Has no discretion to vary from established procedures