Career and Personnel Development Plan

April 29, 1993 REVENUE MEMORANDUM ORDER NO. 36-93 SUBJECT : Career and Personnel Development Plan TO : All Revenue Officials and Employees Pursuant to the provisions of Rule VIII, Book V of Executive Order No. 292, relative to the development and retention of a highly competent and professional workforce in the public service, the Bureau of Internal Revenue formulates this Career and Personnel Development Plan that will provide a continuing program for career and personnel development of its officials and employees. cd i OBJECTIVES It is the policy of the Bureau of Internal Revenue to provide all employees with development programs that are necessary in effecting increased productivity and high level of performance. Specifically, the plan aims to: 1. Rationalize all personnel management policies, procedures, and practices of the revenue service. 2. Provide opportunities for personal development and career mobility within the office. 3. Optimize manpower utilization through sound administrative policies and personnel programs which considers both individual competencies and performance requirements. 4. Establish support mechanisms/activities which will foster human resource planning at the organization level and individual career planning at the employee level. COMPONENTS OF THE PLAN This Career and Personnel Development Plan contains provisions in all aspects of personnel management and administration. It is the overall human resource development program of the Bureau of Internal Revenue that outlines the principles, procedures, and activities in defining the career and development opportunities available in the revenue service. I. Recruitment and Selection Appointment to any career positions in the BIR is made on the basis of merit and fitness. Opportunity for employment is open to all Filipino citizens who possess the appropriate qualifications for the vacant position. In order to attract the best qualified, however, final selection is made on the basis of a comparative assessment of all qualified candidates who have passed the bureau's requirements and screening procedures herein enumerated. 1. Qualification Standards - identify the minimum requirements for a position in terms of education, training and experience, and civil service eligibility. Only those who possess such minimum requirements can be considered for appointment. See Annex "A" for the QS of existing positions in the BIR. 2. Psychological Examination - refers to the standardized written examination which measures personality dimensions, mental ability, and verbal facility of the candidates. 3. Personal Interview - refers to the assessment of individual candidate's skill in oral communication and presentation of ideas. 4. Selection Board - refers to the committee that assess the comparative qualifications of candidates for recruitment and recommends to the Commissioner the best qualified candidate for appointment. 5. Probationary Period - an integral part of the selection process to determine the new appointees suitability or fitness for the position. A person issued an original permanent appointment must serve a probationary period of six (6) months following such original appointment during which he undergoes a thorough character investigation in order to acquire permanent civil service status. A probationer may be dropped from the service for unsatisfactory conduct or want of capacity anytime before the expiration of the probationary period, but such action is appealable to the Civil Service Commission: II. Merit Promotion This component of the CPDP provides opportunities for the advancement of incumbent employees from one position to another. Such advancement is characterized by an increase in salary. The Complete promotion procedures in BIR is contained in the Merit Promotion Plan under Annex "B" and Systems of Banking Position under Annex "C". III. Performance Management This component provides the venue for facilitating productivity and effectiveness through the review, assessment, and diagnosis of employee performance. cd 1. Evaluation of Individual Performance All employees in the revenue service will undergo a semestral evaluation of individual performance to determine the extent to which they are contributing to the attainment of the revenue tax goal. Individual performance shall be evaluated based on the comparison of actual against planned outputs. Please see Annex "D" (Performance Evaluation System). 2. Staff Management and Supervision All employee exercising supervisory functions are responsible for the direct supervision and management of their respective personnel. The mechanisms enumerated below form part of supervisory responsibilities and are considered as measures of supervisory performance effectiveness. 2.a Performance Monitoring The periodic discussions between supervisor and subordinate to check on the latter's progress relative to his performance targets. The discussions may also focus on problems and constraints that arise in the workplace. As a result of these discussions, appropriate job coaching and problem solving techniques are applied. These activities should be properly reflected in the supervisor's performance report. 2.b Counselling The periodic discussions between supervisor and subordinate focusing on any issue or problems affecting the subordinate's performance, both personal or work related. The counselling sessions open lines of communications at the lowest level and effect a "worry-free" work environment. The Supervisor's responsibility includes assisting the employee to find and apply appropriate measures to problems/issues raised. Such measures/solutions arrived at during the conduct of counselling sessions should be properly reflected in the supervisor's performance report. acd 2.c Career Planning The periodic discussions between the supervisor and subordinate where the latter draws up his career goals, aspirations and plans. The supervisor's responsibility includes identifying the career opportunities in the BIR, suggesting or recommending the appropriate development package to be applied to specific employee needs, and monitoring the application of the development package towards the achievement of the employee's career goals. All activities undertaken should be properly reflected in the supervisor's Performance report. IV. Employee Suggestions and Incentive Award This component of the CPDP provides for the application and grant of incentives and awards in recognition of individual achievements in the performance of his duties. Attached herewith is the Employee Suggestions and Incentive Award System of the BIR found in Annex "E". V. This component of the CPDP provides for the creation of a work environment characterized by dynamic and progressive employee-management relations by encouraging the active participation of rank and file employees in matters affecting them. In the BIR, the mechanisms for ensuring staff involvement in management decisions includes the following: 1. Selection Board - refers to the committee in charge of screening and recommending to the appointing authority the candidates for appointment or promotion to any vacant position. The functions and responsibilities, and the composition of the Selection Board is prescribed under the Merit Promotion Plan. 2. Personnel Development Committee - refers to the committee in charge of screening and recommending incumbent personnel to attend training and scholarship programs. The functions and responsibilities of this committee follows the guidelines under CSC Memorandum Circular No. 10, s. 1989. 3. Incentives and Awards Committee - refers to the committee in charge of screening and recommending the grantees/nominees to any of the incentives and awards program of the bureau. The functions and responsibilities of this committee is prescribed under the Employee Suggestions and Incentives Award System. See Annex "E". 4. Grievance Machinery - refers to the system of resolving any and all complaint or grievance by or aggrieved employee. See Annex "F". VI. Human Resource Training and Development This component provides opportunities to maintain or enhance individual work effectiveness, improve underperformance, and prepare employees for higher responsibilities. In the BIR, the development package comes in the form of formal training from the beginning to the end of the employee's stay in the revenue service. Attached as Annex "G" is the training program of the BIR as prepared by the Career Development Division. Another opportunity for human resource development are the scholarship and study availed of by revenue employees thru NEDA and DOF. VII. Employee Welfare and Services This component refers to the medical and dental services and sports and other recreational activities sponsored by BIR top management. 1. Health Services - include the medical and dental services conducted and managed by the Medical and Dental Division under the supervision of the Administrative Service. The staff of this Division, aside from administering the needs of the employees in the National Office, go on regular field visitation to all the regional offices of the BIR. 2. Sports and Other Recreational Activities - include the annual and monthly sports activities and other year round fitness and recreational activities sponsored by BIR top management. 2.a Anniversary Sportfest - refers to the annual report activities participated in by all BIR employees and officials like basketball, volleyball, table tennis, chess, etc. 2.b Chorale Group - refers to the BIR Chorale Society which bagged the championship twice in the DOF inter-agency competition. It is composed of selected BIR officials and employees. 2.c BIR Girl Society - refers to a select of beautiful and talented young ladies of the BIR chosen during the anniversary month of the BIR. These young ladies assist in the tax campaign of the bureau. They also managed the collection and distribution of relief goods to calamity areas of the country. STRATEGY FOR IMPLEMENTATION I. Direction Setting 1. The annual work plan which is submitted by all units and offices of the BIR at the end of each year identifies the program objectives, directions and priority targets. 2. Based on the Qualification Standards and position description form, the employee, together with his immediate supervisor, identifies the performance targets for a 6-month period. The accomplished performance target worksheet is submitted to the Personnel Division with thirty (30) from the end of each semester. 3. The employee draws a career plan for himself with the assistance of the immediate supervisor using as basis the system of ranking positions and the available development opportunities. This Career Planning will already identify the development package to help the employee attain his career goal. 4. The Personnel Division reviews/analyzes the pertinent information in the personal data base. The Career Development Division in consultation with immediate supervisors or division chiefs prioritizes the development needs of employees and schedules/recommends them for inclusion or enrolment in any of the available/applicable training and development courses. II. Performance Review 1. The employee submits his Performance Evaluation Report which will be reviewed and validated by the supervisor. The resulting performance rating of the employee will serve as basis for recommendations for promotion, incentives and awards, and other personnel actions or administrative decisions. cd 2. The Personnel Division consolidates the performance reports and using other informations from the personnel data base, establish a pool of candidates for any of the following opportunities: promotion, training, scholarship, better assignment, incentives, and awards. The performance evaluation report shall be the main basis for inclusion in the list of promotable employees. 3. The employee-management councils (Selection Board, Personnel Development Committee, and SIAC) screen the candidates and recommend the final nominees to the Commissioner of Internal Revenue. III. Application of Development Packages 1. The Career Development Division shall continuously conduct training and development programs for all employees in response to their individual training/development needs, in cases where the training programs are not available in the BIR, employees can avail of external training programs or scholarships from such agencies like the CSC, NEDA and DOF, on a need basis, and in accordance with the priorities of the bureau. 2. The Personnel Division will continuously update personnel records of employee in order that the list of candidates for development opportunities may likewise be updated. 3. The employee should be reached by the development opportunity that may support his career progression and development needs. VI. Monitoring and Evaluation 1. The supervisor is initially responsible for monitoring the career and development needs and progress of his staff. Any delays, problems or issues encountered in the attainment of each employee's career goals shall be properly discussed with the Personnel Division and Career Development Division. 2. The Personnel Division is primarily responsible for charting and monitoring the career and development progress of all employees. It also has the responsibility of ensuring that this Career and Development Plan is carried out and implemented. 3. A report on the implementation of the CPDP shall be prepared by the Administrative Service on an annual basis for submission to the CSC. PROVISIONS FOR SMOOTH IMPLEMENTATION OF THE CPDP I. Promotional appointments shall be filled up as soon as vacancies occur. The Selection Board shall screen candidates based on the MPP. II. Supervisory and non-supervisory employees who have not been promoted for a period of three (3) years shall be considered for step increments and such other incentives as may be prescribed by the Suggestion and Incentive Award Committee. cd III. Based on individual career plans and development needs, all employees shall participate in at least one (1) training and development program every year. The Career Development Division in consultation and coordination with supervisors at various level shall prescribe the schedules and respective programs to which employee will participate. VI. In observance of Civil Service Law and Rules, the BIR may formulate such other programs, policies, or personnel systems as it may deem necessary in improving the CPDP. In case of revision, these guidelines shall subsequently be updated for the information of all concerned. In case of deviations/exceptions from these guidelines, the recommendations of the immediate supervisors and the employee management councils concerned (SP, PDC, and SIAC) shall be considered by the Commissioner, whose decision on the matter will be final. EFFECTIVITY This Career and Personnel Development Plan shall be made effective upon the approval of the Civil Service Commission. VICTOR A. DEOFERIO JR. Deputy Commissioner (Officer-in-Charge) Approved: LUCILA T. MENDOZA Director III Office for Human Resource Development Civil Service Commission