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