In its pursuit to adhere to the policy of the Department of Education to strictly adhere
to
the
principles of merit, competence, fitness, and equality, and to the Civil Service
Commission's
application of equal employment opportunity, the Schools Division Office Bais City,
under
the close supervision and management of its Human Resource Management Office, Personnel
Unit,
and the Human Resource Merit Promotion and Selection Board, presents the Recruitment
Selection
and Placement (RSP) procedure and guidelines.
This section shall give its Human Resources and all those who shall take interest to
serve
SDO of
Bais City, a clearer understanding of the RSP processes and procedures, the essential
and
required documents to present in order to qualify for employment, reclassification,
reappointment, reemployment, promotion and other personnel actions and opportunities.
Recruitment Flowcharts:
- Teaching
Positions - Promotions
- Teaching
Related (Promotion) & Non-Teaching Position (Original)
- Substitution Teacher
LEARN MORE ABOUT OUR HIRING PROCESSES, POLICIES, AND LEGAL
BASIS
Click here!
Recruitment, Selection and Placement
Many countries, including the Philippines, are witnessing changes in school roles and
expectations of teachers and school leaders. Teachers are encouraged to educate in
increasingly multicultural classrooms, to integrate children with special needs, to use
ICTs
more effectively, to plan within evaluative and accountability frameworks, and to
involve
parents more in schools (OECD, 2009). Also, good school leaders are essential for
large-scale, long-term educational reform.
Aware of the value of professional standards in advancing teachers and school leaders,
the
Department of Education recognizes the importance of professional standards in advancing
teachers and school leaders. DepEd said great student learning depends on quality
instructors and school administrators (DO 24, s. 2020). Thus, the Philippine
Professional
Requirements for Teachers (PPST), Philippine Professional Standards for School Heads
(PPSSH), Philippine Professional Standards for Supervisors (PPSS), and Results-based
Performance Management System standards for non-teaching professionals.
TO KNOW MORE
Click here!
DEPED SCHOOLS DIVISION OF BAIS CITY
LEARNING AND DEVELOPMENT PLAN
EXECUTIVE SUMMARY
As DepEd strives to continuously improve itself to better serve the Filipino learners and the
community, the need to establish a Competency-Based Learning and Development (L&D) Plan
that aligns to the goals, aspirations - adhering to existing guidelines and policies of the department and Civil Service Commission is highly important L&D intervention shows a strategic relationship between DepEd workforce's individual learning and development goals with the organizational goals A competency-based L&D plan enables the Division to clearly see the connection between organizational goals, the competencies DepEd workforce needs to demonstrate, and what they as executives/managers/supervisors need to carry out in order to encourage and support the acquisition and demonstration of these behaviors. An evidence-based and carefully designed plan for L&D helps attract as well as retain the needed talents in DepEd and keep them motivated in pursuing performance and service excellence.
This document presents DepEd Schools Division of Bais City L&D Philosophy that sets the
guidelines for all L&D interventions of the Division This document also enumerates a set of
strategies and interventions to help both the Office of the Human Resource Development Section and other Heads of Offices and supervisors form partnership to help the employees acquire the necessary knowledge, skills and attitudes (KSAs) to efficiently serve clienteles.
LEGAL BASES
- LEGAL BASIS
The Department of Education, Division of Bais City hereby implements its
Learning Development Plan, in line with the thrust of the Civil Service Commission and pursuant to Chapter 5- Personnel Policies and Standards, Section 30-3 1 of Executive Order 292 titled Administrative Code of 1 987 and the DepEd Department Order No. 32, s. 2011re Policies and Guidelines on Training and Development Programs and Activities.
- sample
PLAN OBJECTIVES
- To serve as a management tool and guide in determining personnel movement for employees' career path and development,
- To serve the clienteles by adhering to the Equal Opportunity for AH Principle and all other existing rules and guidelines relative to providing L&D interventions to the personnel;
- To declare DepEd Schools Division of Bais City's intent to improve service through in house and outside training;
- To establish within DepEd Schools Division of Bais City a uniform and equitable procedure in carrying out an L&D activity.' intervention.
To set directions for the HRDS and Division Personnel in conducting an L&D
intervention;
- To ensure continuous staff development in order for the Schools Division of Bais City to increase the KSAVs of employees to meet both present and future needs of their school, district, department and the organization.
- To assist in the implementation of a Division-wide program of career development to attract and retain persons of superior ability and potential for development.
- To ensure a provision of a continuing program for employees' personal, career, and professional growth and development;
- To create an environment of work climate conducive to the development of personnel skills, talents and values for better public service, and
- Scholarships offered by local, national, and international agencies shall be guided by the provisions of the sponsoring institutions.
GENERAL GUIDELINES
The following are the general guidelines for the implementation of the Career Development Plan:
- In fulfillment of the goal of developing and retaining highly competent and professional workforce, the agency shall establish a continuing program which shall include relevant interventions for all personnel at all levels The same shall be mutually agreed upon by the management and the employees,
- The management and the employees shall observe the availment guidelines set inavailing training scholarship grants, i.eRPMS, employment status, salary grade, budget;
- The career development plan is a shared responsibility of all officials such as HRDS, functional division chiefs, section heads, district and education program supervisors, and school heads,
- The agency through its HRD shall conduct a yearly assessment and updating of its career development plan.
- Promotion of employees as an integral part of one's career development which shall be guided by the agency's Merit Promotion Plan;
- The rewards and incentives for employee's performance shall be guided by the agency's PRAISE; and
- Scholarships offered by local, national, and international agencies shall be guided by the provisions of the sponsoring institutions.
DEPED SCHOOLS DIVISION OF BAISCITY LEARNING AND DEVELOPMENT AGENDA
Accountability: To ensure competent personnel and staff in the schools, learning centers and schools, division office through the implementation and management of an efficient and effective training and development system toward improved professional competencies and organizational
Performance in the delivery of basic education by:
- Developing division guidelines and strategic plan for the operations of the learning and development providers/ proponents consistent with national policies and standards;
- Managing the implementation of the HRDs services i.e. planning; Search, competency
assessment, selection, and placement; Orientation and induction program; Succession planning and career development management, Performance management; and
Exit retirement program
- Managing the implementation of the HRDs services i.e. planning; Search, competency
assessment, selection, and placement; Orientation and induction program; Succession planning and career development management, Performance management; and
Exit retirement program
- Managing and monitoring programs for the varied needs and well-being of employees
- Providing technical assistance to the Schools Divisions on the implementation of the
Learning and development programs
- Developing and managing needs-based professional development programs and material
Resources for schools, learning centers and division staff including training of trainers
- Utilizing assessment and evaluation results of L&D programs, projects and activities
Towards their improvement and/or recommend actions for management decision
- Managing the scholarship program
- Providing technical assistance and mobilizing resources for the operations of the L&D System in the schools, learning centers and division
- Adopting NEAP standards for Learning and Development, accreditation of programs/ service providers, and trainer's assessment
- Monitoring and evaluating the schools, learning centers and Schools Divisions' compliance to L&D System standards
The Department shall implement Performance and Competency-Based Learning and Development which has the following characteristics:
- Competence model consistently communicates a common set of performance expectations including core and behavioral competencies
- Focuses training on individual need
- Helps individuals focus on achieving exemplary performance
- Enables communication of competency needs
- Encourages self-development
- Provides diverse career development opportunities
- Monitors and evaluates the efficient implementation of the L&D system,
- Provides technical assistance on L&D system-related concerns
STRATEGIC DIRECTIONS OF DEPED SCHOOLS DIVISION OF BAIS CITY
DepEd Schools Division of Bais City aims to effectively provide technical support in the implementation of a strategic L&D plan, operationalize the L&D system, develop its components to suit local situations, and provide technical assistance to the schools, learning Centers and divisions through the TA teams, in order to deliver quality and sustainable HRD Services towards acquisition and development of competent personnel in the division. During the Career life of the officials and employees of the agency, the following Career Development opportunities may be availed of in accordance with the specific policies.
CAREER DEVELOPMENT OPPORTUNITIES
During the Career life of the official and employees of the agency, the following Career Development opportunities may be availed of in accordance with existing specific policies.
- SCHOLARSHIP
- National and Foreign Scholarship
Shall be open to all personnel who meet the requirements set by the sponsoring institution The PRAISE Committee will prepare the shortlist of applicants/nominees and will endorse their application to the sponsoring agency
- Local Scholarship
Shall be open to all personnel who meet the requirements set by the sponsoring institution. The PRAISE Committee will prepare the shortlist of applicants' nominees and will endorse their application to the sponsoring agency.
- TRAININGS, CONFERENCES, CONVENTIONS, SEMINARS
- 1In-house trainings -DepEd National, Regional and Division Office
- CSC training
- Trainings conducted by other agencies
- OTHER HUMAN RESOURCE - DEVELOPMENT INTERVENTIONS
- On-the-Job-Training- a deliberate process of increasing familiarity and
mastery of one's job through exposure to the job/task of a particular
position,
- Job Rotation Program - involves exposure to the different aspects of a
job that will allow an official or employee to expand one's learning
horizon in preparation for either a staff or line career path,
- Counseling - it is used generally as a corrective approach in helping an
employee overcome one's problem either persona! or work related;
- Coaching - improve one's job skills, as well as technical knowledge
through close "teaching and supervision or training for eventual
promotion;
- Mentoring - guides an employee to the inner network of the organization
which may assist him/her in career advancement;
- Management Development Program / Talent Management - a
mechanism by which outstanding performers in entry-level positions, shall
be assigned to the different offices for exposure and further development;
- Team Dynamics - social interaction as well as team/group dynamics
shall form part of the rewards and incentives program for officials and
employees.
- LAC- a group of teachers who engage in collaborative learning sessions
to solve shared challenges encountered in the school facilitated by the
school head or a designated LAC Leader. LACs will become the school
based communities of practice that are positive, caring, and safe spaces.
CAREER DEVELOPMENT PROGRAM MODALITIES
- Face-to-Face
- Online
- Blended
- Self-Paced Learning
- Modular (online and offline)
CAREER DEVELOPMENT PROGRAM MODALITIES
For In-house L&D, all employees of DepEd, Division of Bais City, regardless of employment status, max be provided of any one of these opportunities in any given year in accordance with the following guidelines
For Non-DepEd L&D provider, the interested party shall be the ones to
shoulder the expenses incurred and shall be allowed on Official Time only
Cognizant on the roles of learning and development programs e.g. trainings, seminars
workshops, conferences and other activities of similar nature in line with education, this Office shall adapt these guidelines in the attendance and participation of Teaching and non-teaching personnel in learning and development programs sponsored by private training providers/entities.
Foremost, this office encourages the field to strictly conform to the requirements of
existing DepEd Central Office and Division guidelines, to wit:
- A. Submit a letter Request asking for permission to attend and participate to the training,
seminar, workshop or conference. The letter should articulate the title, the
rationale/objectives, the registration fees, expected participants and other pertinent
information. Approval of the following levels of trainings and seminars shall observe
the following:
- A.1 International. If the training is held outside the country, approval of letter of
request shall come from the Office of the Secretary, DepEd Central Office, Pasig City,
Manila.
- A.2 Regional/Division. Approval of the letter request shall come from the office of the
Schools Division Superintendent, DepEd Division Office, Division of Bais City.
The letter request must clearly state the following;
- B.1 The mode each of the concerned personnel shall undertake as a Return of
Investment (ROI) when granted order/authority to travel;
- B.2 The provisions that school heads shall institute in adherence to the existing rules, policies and guidelines on Non-Disruption of Classes, no-treacheries classroom etc.
The letter request submitted shall be supported with the following documents:
- C.1 A photocopy of the concerned personnel's most recent RPMS JPCRTs (with
rating) and Development Plans signed by the approving authority for our review
to determine whether this kind of training is among the priority development
needs;
- C.2 A photocopy of the school's approved APP/PPMP to ensure that your MODE has
allocated budget for such training attendance of the concerned personnel.
- C.3 Re-entry Plan which is composed of the following parts:
RE-ENTRY PLAN
Title of the L&D Program
Title of the L&D Program
Background/Rationale
Role of Agency in the attainment of
the program/project
Agency's Priority Program Thrusts
My role for this program/project
Significance of the Program/Project
Objectives of Re-Entry Plan
General Description of
Strategy/Methodology of RO1
Outputs (MOVs)
Suggestions and Recommendations
prepared by:
__________________________________
Signature over Printed Name
Prospective participants to the trainings, seminars, workshops or conferences shall be guided by the provisions of DepEd Order No. 8, s. 2013 entitled Policy Guidelines on
Regulating the Issuance of DepEd Advisories and other relevant issuance.
Attendance/participation to the aforementioned activity by the teaching and non-teaching personnel with no permission to attend is strictly not allowed.
Participation to this undertaking shall be subject to the no disruption of classes policy as stipulated in DepEd Order bio 9, s 2005 entitled Instituting Measures to Increase Engaged Time-on-Task and Ensuring Compliance Therewith.
Attached herewith is the suggested text lor the letter of request to attend training, seminar,
workshop, conference or other similar L&D programs.
Letter requests must be endorsed appropriately, stipulating clear recommendation/s from the signatory. School heads and district supervisors are to ensure the completeness of the documents and conduct initial review of the same before forwarding to this office.
Scholarship, Training Courses, Conferences and Professional Activities
- 1. Employees who have an Outstanding performance per 1PCRF-RPMS and who have served at least two (2) years to the department shall be recommended to scholarship for masteral and doctoral programs.
Scholarship for masteral and doctoral programs shall preferably be made available to section Treads or to lower position holders who have outstanding performance and who have at least two (2) years of service to the department.
- 2. Short-term training courses, seminars, symposiums, conferences, professional activities, exposure trips or benchmarking and any other related activities may be availed of employees with at least Very Satisfactory ratings.
Other Human Resource Development Interventions
- 1 . Job Rotation shall be management-driven rather than an employee-driven initiative. It shall not be allowed for an employee who simply wants to be near his/her place of residence. Rather, job rotation shall be used as a deliberate intervention to further develop high potential performers in preparation for higher responsibilities.
It shall further be used as a mechanism for charting an employee's career path in the agency either inline or staff positions
Only those with a very satisfactory' rating shall be considered for job rotation for a period of six (6) months in any of the sections of the office It shall be availed of once every two (2) years of
incumbency in a particular position
2. Reassignment of non-teaching personnel to any section within the division office shall form part of the incumbent's career path but in no case shall it exceed more than one (1) year.
3. Coaching as a mechanism for developing subordinates shall be given to average performers but with potential through close supervision and training,
4. Mentoring shall be encouraged for employees with high potentials in order to stream them up to a higher position much faster.
5. Counseling shall be utilized in dealing with problem employees or potentially maladjusted employees owing to their perceived work related or personal problems.
6. Team Dynamics Team Building
6. 1. Exposure Trips tor benchmarking shall be opened to all employees of DepEd, Division
of Bais City
6.2. Team building workshops shall be conducted to the employees once a year.
6.3. Family day shall also be held in order to foster family values and camaraderie among
peers as one of the activities to undertake during the Civil Service Month Celebration
Learning and Development System
Learning needs assessment and L&D Planning , Design and Development, Delivery, Monitoring
and Evaluation in DepEd Bais City shall incorporate the principles of equal opportunity for all such that
no person, regardless of sex and gender, age, civil status, physical characteristics and attributes, religion,
belief, creed, race, family background, political affiliation, socio-economic standing and other attributes,
shall be discriminated and excluded; that all are treated equally, equitably, and fairly.
The provision of L&D interventions shall be based on Individual Development Plan (IDP),
competency gaps, accomplishments/ work performance, job requirement and not on age, position,
influence, disability, gender, sexual orientation,religion, marital status, political affiliation of other factors
that are remotely relevant to L & D intervention.
Aside from regular work-relatedI& D interventions, DepEd Bais City shall also provide training
orientation for specialized groups so they will be more informed and equipped about their rights and
privileges.
All L&D Programs shall adhere to the following L&D Subsystems
1. The Governance and Enabling Mechanism (GEM) is the subsystem that establishes the
policies and standards, structure and staffing, roles and responsibilities, budgets, and other support
elements for overseeing and managing the L&D System The subsystem defines the organizational arrangements and accountability for ensuring the L&D System is aligned with and supportive of DepEd's strategic goals and priorities, and provided with financial and other support necessary- for its effective and efficient implementation.
2. The L&D Needs Assessment (LDNA) is the subsystem for determining professional
development needs of the Department's personnel in key performance areas, as basis for
identifying L&D programs The subsystem provides processes for identifying competency gaps
that affect individual and organizational performance It establishes baseline data on competency levels of personnel, and provides basis for tracking progress towards desired levels of personnel, and provides basis for tracking progress towards desired level of proficiency The output of the subsystem is the LDNA Report, which contains information that will guide the planning and designing of L&D programs.
3. The L&D Planning (LDP) is the subsystem for identifying and mapping L&D programs and their implementation requirements to address priority competency gaps identified in the LDNA Report The subsystem provides processes for clarifying strategic performance goals, developing workplace development objectives, identifying L&D programs to address competency gaps along performance areas, and determining resources needed to implement these.
a. L & D Planning shall involve any person within the organization, Nobody shall be left out
nor anybody's learning, and development needs be disregarded or ignored.
b. In planning for L & D of DepEd Bais City, the following processes/policy shall be observed:
i. The results of the online competency assessment or any other form of learning
need assessment shall be the starting point for the Individual Development Plan
(IDP). All gaps identified for each person, whether for the current position or desired
higher position shall be noted.
ii. Supervisor's comments and recommendations, in agreement with the individual
concerned shall be incorporated in the IDP.
iii. The HRD shall consolidate the results of the IDP as prepared and reviewed by the
individuals and supervisors concerned. No filtering of data/information shall be
done at this level.
iv. Based on the consolidation, the HRD will prepare a report to be presented to the
Personnel Development Committee. The HRD shall also gather information as to
I& D offerings both internal and external to DepEd Bais City. As far as practicable,
the HRD shall look for L & D offerings that will address all the learning needs of all
employees.
v. Based on the list of gaps and recommendations as against the offerings, the HRD
shall prepare an initial match to address the learning needs.
vi. The PDC, in a meeting scheduled for the purpose, shall ensure that all persons shall be afforded L&D interventions and shall prioritize the provision according to the urgency, or gravity of the gap or the need to be addressed. They shall also take into consideration the principles of this policy such that no person shall be deprived of participation in L & D interventions or programs when such would result to his/her disadvantage. However, if for reasons of financial and operational constraints, hot all learning needs are addressed, such will not be taken as violation of the equal opportunity principle provided that every individual shall be provided L & D interventions as equitably as possible.
vii. The PDC shall take into consideration the policies outlined under performance.
management in planning the L & D for the organization and for each individual.
4. The L&D Program Designing (LDPD) is the subsystem for conceptualizing and mapping out the elements of specific programs that will address competency gaps identified in the L&D Needs Assessment. The subsystem provides processes for formulating and ensuring comprehensiveness and coherence of various program elements target learners, learning objectives, outputs, content, methodologies, and resources needed for program implementation. The program design, which is the subsystem's output, serves as the blueprint for developing learning resource packages, implementing the program, and establishing follow-through mechanisms to ensure learning
application. The subsystem likewise provides for review and finalization of the initial program M&E plan that was developed during the annual L&D planning.
a. In case where learning needs is common to all DepEd Bais City employees and should there be no L & D offering to address such learning needs, in-house training shall be designed.
b. For in-house training, the HRD or learning service provider and/or any such responsible persons shall observe the following:
i. Designing of the training shall take into consideration not just the learning needs
but also the learning styles and learning capacities of individuals.
ii. The design of the training shall be people-centered and shall take into
consideration the personal circumstances of the individuals. The person in-
charge shall make sure that each person regardless of age, position, sex and
gender, civil status, physical attributes, and assignment shall have access to such training if so required by his/he IDP.
iii. The development of the trainings shall be consistent with the design to ensure
that nobody is excluded or will feel excluded or find it difficult to learn because
of failure to observe equal opportunity principles.
c. The HRD or learning service provider or responsible person shall continually improve the design and development of trainings to address any issues on equal opportunity in the
design and development of trainings.
5. The L&D Resource Package Development (LDRPD) is the subsystem for preparing delivery and learner materials that will support L&D program implementation, and facilitate learners' acquisition of knowledge, skills, and attitudes, and application of the same back on the job. The subsystem provides processes for identifying, conceptualizing, and producing quality and responsive learning resource packages based on the L&D program design. Outputs are delivery materials that will be used by learning service providers in conducting the program, as well as learning aids that will used by learners before, during, and after the program. Monitoring and evaluation instruments are also developed.
6. The L&D Program Delivery (LDD) is the subsystem for implementing the program based on the design, using the learning resource packages that have been developed. The subsystem provides processes for orchestrating the various tasks before, during, and after the conduct of an L&D program to ensure that learning objectives are met, welfare needs of learners, learning service providers, and Project Management Team are attended to; and resources are optimized.
i. PWDs shall be seated in such a way that their disability will not hinder or will have
the least effect on their learning.
ii. In choosing a venue, the following should be observed:
a. PWD-friendly. If possible, such trainings should be on ground floor and
shall be accessible to PWDs.
b. Restrooms are PWD-friendly and are easily accessible from the training
room.
c. Availability of breastfeeding area or lactating area.
d. Safe Learning Environment - Include availability of safety regulations at
the workplace/ L&D venue, provision of First Aid and assistance to
vulnerable persons or groups with special needs and reporting of
occupational hazards and their preventive measures. Ensure presence of
Medical Officer /Team to look into the health conditions of participants/
learning facilitators.
