Presentation about HR Management in LGUs in the Philippines. Some provisions of the Local Government Code of 1991 and Civil Service Law were cited.

1. JAY P. ABAWAG
PA206 Class: Local Government Administration
December 13, 2015
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2. I. Introduction
II. Human Resource Planning
III. Recruitment, Selection, and Appointment
IV. Local Government Compensation System
V. Performance Management System
VI. Accountability of Local Officials and Employees
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3. Management of human resources in LGUs
manpower planning and forecasting
selection and staffing
training and development
performance management
employee discipline, and
promotion of employee welfare and productivity
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4. SEC. 443. Officials of the Municipal Government
(a) There shall be in each municipality a municipal mayor, a
municipal vice-mayor, sangguniang bayan members, a
secretary to the sangguniang bayan, a municipal
treasurer, a municipal assessor, a municipal accountant,
a municipal budget officer, a municipal planning and
development coordinator, a municipal engineer/building
official, a municipal health officer and a municipal civil
registrar.
(b) (b) In addition thereto, the mayor may appoint a
municipal administrator, a municipal legal officer, a
municipal agriculturist, a municipal environment and
natural resources officer, a municipal social welfare and
development officer, a municipal architect, and a
municipal information officer
HUMAN RESOURCE OFFICER IS NOT INCLUDED
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5. responsible for
human resources
and development
appoints staff
and all officials
and employees
in the Office of
the Sanggunian
• establish a career service and
adopt measures
• strengthen the merit and rewards
system;
• integrate all human resource
development programs for all
levels and ranks;
• institutionalize a management
climate conducive to public
accountability.
determine
positions and
the salaries,
wages,
allowances,
and other
emoluments
and benefits
assists the LCE in
the effective and
efficient
implementation of
Civil Service Law and
Rules governing
public personnel
administration
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6.  Human Resource Development Plan
◦ A living document that sets out how Learning and
Development interventions will support the
achievement of organizational strategic goals and
directions.
 Human Resource Development Planning
◦ A process of systematically translating the
organization’s strategic goals into operational levels.
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7. Importance
organizational
goals
competencies that the
workforce needs
management needs
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8. Importance
◦ Helps organizations attract and
retain talents who have the right
tools and drive to pursue
excellent performance and
contribute to organizational
effectiveness.
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9.  Functions
◦ To identify the Learning and Development needs of the
personnel
◦ To prioritize these L&D needs
◦ To identify appropriate interventions
◦ To guide the HR unit in aligning individual goals to
organizational goals
◦ To help develop the organization’s workforce to
efficiently and effectively responds to the challenges
and changes in public service
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10. 10

11. Recruitment
 It is the first phase in the employment procedure
which is the development of a pool of candidates
in accordance with a human resource plan. It
covers determining staffing needs, meeting the
requirements, publication of vacancies, screening
and appointment.
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12. 1. LGU’s Organizational Structure
2. LGU’s Budgetary Limitations
3. Identify Vacant Positions
4. Determine if vacancy should be filled up
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13. • The vacant position should have a Qualification
Standards approved by the Civil Service Commission.
“A Qualification Standard (QS) is the statement of the
minimum qualifications for a position which shall
include education, experience, training, civil
service eligibility, and physical characteristics
and personality traits required by the job.” (Sec. 2
Rule 4 of the Omnibus Rules Implementing Book V of
EO 292)
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14. ◦ Publish the vacancy or Public Notice of Vacancy
“Whenever an LCE decides to fill a vacant career
position, notices of vacancy shall be posted in at
least three conspicuous public places for a period of
not less than fifteen (15) days and published once
in a newspaper of general circulation in the LGU
concerned.” (Art. 167 Rule XXII IRR of the LGC)
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15. 1. LGU’s Organizational Structure
2. LGU’s Budgetary Limitations
3. Identify Vacant Positions
4. Determine if vacancy should be filled up
5. After Publication, proceed with the Screening of
Qualified Applicants
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16.  Screening is a formal procedure done by the
Personnel Selection Board (PSB) in the evaluation
of candidates for appointment to vacant positions
in the LGU.
 The main players in the screening of applicants
are the Human Resource Management Officers
(HRMOs)/Human Resource Management
Practitioners (HRMPs) and the Personnel Selection
Board (PSB).
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17.  Head - Local Chief Executive
 Members - determined by resolution of
the Sanggunian concerned
 Representative - Civil Service Commission, if
(ex oficio) any
 Personnel Officer - of the LGU
(ex oficio)
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18.  assist the local chief executive, or where
applicable, the presiding officer of the
Sanggunian, in the judicious and objective
selection of personnel for employment as well
as for promotion (Art. 166 Rule 22 of the IRR
LGC)
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19.  Follow strictly the process in the selection of
employees for appointment in the government
service;
 Ensure that the minutes of all deliberations are
recorded, properly filed and maintained, which
must be made accessible to interested parties
upon written request, and for inspection and audit
by the CSC, if necessary.
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20.  The LCE, in the exercise of his/her discretion shall
issue the Appointment
◦ An Appointment is a document that gives the selected
applicant authority to discharge the functions of
his/her position.
◦ In the selection of personnel for his/her department or
agency, the appointing authority shall be guided by the
Civil Service Law and Rules
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21.  Requirements for Approval:
“All appointments to positions in LGUs, except
those classified by law or competent authority as
policy determining, primarily confidential, or
highly technical in nature, shall be made only
according to merit and fitness to be determined as
far as practicable by competitive examinations.”
(Art. 168(a) Rule 12 of the IRR LGC)
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22.  The Appointee shall meet all the requirements of the
position including the appropriate Civil Service
eligibility.
 “All appointments issued in accordance with pertinent
laws and rules shall take effect immediately upon its
issuance by the appointing authority, and if the
appointee has assumed the duties of the position,
he/she shall be entitled to receive his/her salary at
once without awaiting the approval of his/her
appointment by the Commission. The appointment
shall remain effective until disapproved by the
Commission.” (Art. 168(h) Rule 12 of the IRR LGC)
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23.  When the appointee:
◦ does not meet the qualifications for the position;
◦ has been found guilty of a crime involving moral turpitude,
or of infamous, disgraceful conduct or addiction to
narcotics; or dishonesty;
◦ has been dismissed from the service for cause, unless an
executive clemency has been granted;
◦ has intentionally made a false statement of any material
fact or has practiced or attempted to practice any deception
or fraud in connection with his/her appointment; or
◦ has been issued such appointment in violation of existing
Civil Service Law and Rules and regulations
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24.  When the Appointment is Nepotic:
◦ “No person shall be appointed in the local government
career service if he/she is related within the fourth civil
degree of consanguinity or affinity to the appointing or
recommending authority.” (Art 168(j) Section 12 of the
IRR LGC)
◦ The nepotism rule covers all kinds of appointments
whether original, promotional, transfer and
reemployment regardless of status including casuals
and contractual except consultants and appointees to
primarily confidential positions.
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25. “The appointing authority shall be personally liable
for the salary of appointees whose appointments
have been disapproved for violation of pertinent
laws such as the publication requirement pursuant
to RA 7041.” (Sec. 4, Rule 6 Omnibus Rules on
Appointment and Other Personnel Actions)
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26. 1. Permanent
2. Temporary
3. Substitute
4. Coterminous
◦ Coterminous with the appointing authority or head of the
organizational unit where assigned;
◦ coterminous with the incumbent;
◦ coterminous with the project; and
◦ Coterminous with the life span of the agency.
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27. 27
5. Contractual
6. Casual
7. Job Order

28. “That the local chief executive may employ
emergency or casual employees or laborers
paid on a daily wage or piecework basis and hired
through job orders for local projects authorized by
the Sanggunian concerned, without need of
approval or attestation by the Civil Service
Commission: Provided, further, That the period of
employment of emergency or casual laborers as
provided in this section shall not exceed six (6)
months” (Section 77, Title III, LGC).
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29. Factors of Benchmark Position Schedule:
1. the education and experience required to perform the duties
and responsibilities of the positions;
2. the nature and complexity of the work to be performed;
3. the kind of supervision received;
4. mental and/or physical strain required in the completion of
the work;
5. nature and extent of internal and external relationships;
6. kind of supervision exercised;
7. decision-making responsibility;
8. responsibility for accuracy of records and reports;
9. accountability for funds, properties and equipment; and
10. hardship, hazard and personal risk involved in the job.
Section 9 of RA 6758
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30. For Provinces/Cities For Municipalities
Special Cities 100%
1st Class 100% 90%
2nd Class 95% 85%
3rd Class 90% 80%
4th Class 85% 75%
5th Class 80% 70%
6th Class 75% 65%
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“The rates of pay in LGUs shall be determined on the
basis of the class and financial capability of each LGU:
Provided, that such rates of pay shall not exceed the
following percentages of the rates in the salary
schedule prescribed under Section 7 hereof:”
Section 10 of RA 6758

31.  Unless otherwise disqualified by any issuance to
pertaining a particular grant of monetary benefit
every employee is entitled to the following
benefits:
 Monetization of leave credits
 Other benefits
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32. 32
 Anti-Violence Against Women and Their Children (VAW-C)
Leave Forced/Mandatory Leave
 Maternity Leave
 Paternity
 Rehabilitation Leave
 Relocation Leave
 Sick Leave
 Solo Parent / Parental Leave
 Special Privilege Leave
 Study Leave
 Terminal Leave
 Vacation Leave

33. Local Government Officials and employees may also be entitled to
other benefits, subject to guidelines issued by the Department of
Budget and Management (DBM) and Commission on Audit (COA),
such as:
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• 13th Month Pay
• Cash Gift
• Personal Economic (PE)
• Relief Allowance (RA)
• Anniversary Bonus
• Amelioration
• Productivity Incentive Bonus
(PIB)
• Hazard Pay (if applicable)
• Clothing Allowance / Uniform
• Representation and
Transportation Allowance
• (RATA), if applicable
• Loyalty Pay
• CNA initiated benefits
• Laundry Allowance (if
applicable)
• Relocation Allowance
• Family Visit
• Step-Increment
• Night-Shift Differential
• Overtime Pay or
Compensatory Time-Off
• Retirement Benefits

34. Performance management is the systematic process
by which an agency involves its employees, as
individuals and members of a group, in improving
organizational effectiveness in the accomplishment
of agency mission, vision and goals.
Pursuant to Sec. 1 Rule IX of the Omnibus Rules
Implementing Book V of EO 292,”There shall be
established performance evaluation systems in every
department or agency of the national or local government,
including state universities and colleges and government
owned and controlled corporations with original charters.”
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35.  Performance Evaluation shall be done every six
(6) months ending on June 30 and December
31 of every year.
 The CSC through Resolution No. 1200481 dated
March 16, 2012 promulgated the “Guidelines in
the Establishment and Implementation of Agency
Strategic Performance Management System
(SPMS)”
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36.  The Strategic Performance Management System
(SPMS) is a mechanism that links employee
performance with organizational performance to
enhance the performance orientation of the
compensation system.
 It ensures that the employee achieves the
objectives set by the organization, and the
organization, on the other hand, achieves the
objectives that it has set as its strategic plan.
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37. Performance planning and commitment
Performance monitoring and coaching
Performance review and evaluation
Performance rewarding and development
planning
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38. The SPMS uses a five-point rating scale, described
as follows:
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Rating
Numerical Adjectival Description
5 Outstanding Performance represents an extraordinary level of achievement and
commitment in terms of quality and time, technical skills and
knowledge, ingenuity, creativity, and initiative. Employees at this
performance level should have demonstrated exceptional job mastery
in all major areas of responsibility. Employee achievement and
contributions to the organization are of marked excellence.
4 Very
Satisfactory
Performance exceeded expectations. All goals, objectives, and targets
were achieved above the established standards.
3 Satisfactory
Performance met expectations in terms of quality of work, efficiency,
and timeliness. The most critical annual goals were met.
2 Unsatisfactory
Performance failed to meet expectations, and/or one or more of the
most critical goals were not met.
1 Poor
Performance was consistently below expectations, and/or
reasonable progress toward critical goals was not made. Significant
improvement is needed in one or more important areas.

39. Section 1, Rule VIII of Omnibus Rules Implementing Book V
of Executive Order No. 292 and Other Pertinent Civil Service
Law and Rules states that:
“Every official and employee of the government is an
important asset or resource to be valued, developed and
utilized in the delivery of basic services to the public. Hence,
the development and retention of a highly competent and
professional workforce in the public service shall be the main
concern of every department or agency.
Every department or agency shall establish a continuing
program for career and personnel development for all
agency personnel at all levels, and shall create an
environment or work climate conducive to the development
of personnel skills, talents and values for better public
service.”
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40. “Each department shall prepare a career and
personnel development plan which shall be
integrated into a national plan by the Commission which
shall serve as the basis for all career and personnel
development activities in the government”.
In LGUs, the LCE shall be responsible for the
development of his/her employees. For this purpose,
the LCE may avail of the services of the Local
Government Academy (LGA) and other learning
institutions.
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41.  Design
 Implement
 Evaluate-in-service training and development
programs
 solely
 in coordination with the Commission and/or
other government agencies and institutions
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42.  Induction Program
 Orientation Program
 Reorientation Program
 Professional/Technical/Scientific Program
 Employee Development Program
 Middle Management Development Program
 Value Development Program
 Pre-Retirement Program
 Executive Development Program
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43. “Each department shall include a specific budget
allocation for human resource development
purposes. At least three (3) percent of the annual
budget shall be set aside for the purpose.” (Sec. 8,
Art. VIII of the Omnibus Rules Implementing Book
V of EO 292)
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44. Public officials and employees must at all times be
accountable to the people. Discipline is needed to
serve and protect the interest of the agency and the
state as well.
Sec. 1 Rule XIV of the Omnibus Rules Implementing
Book V of EO 292 states that, “No officer or
employee in the Civil Service shall be removed or
suspended except for cause as provided by law and
after due process.”
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45. “Administrative offenses with its corresponding
penalties are classified into grave, less grave,
and light, depending on the gravity of its nature
and the effects of said acts on the government
service.” (Sec. 22 Rule XIV of the Omnibus Rules
Implementing Book V of EO 292)
CSC Resolution No. 07-0958 emphasized that
disciplining authorities should impose the proper
penalties as mandated in the Uniform Rules on
Administrative Cases in the Civil Service (URACCS)
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46. • Civil Service Commission, A guide for Local Chief Executives on
Public Personnel Administration
• Civil Service Commission, Human Resource Development Planning
Guidebook
• Code of Conduct and Ethical Standards for Public Officials and
Employees or RA 6713
• Rules and Regulations Implementing the Local Government Code of
1991 or AO 270
• The Local Government Code of 1991 or RA 7160
• www. csc.gov.ph
• www.lawphil.net
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47. Thank you!
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