comparative career development in the public sector

Human Resource

1. Comparative Career Development in the Public Sector Reporter: Hazell S. Gayatin MPA 507 Human Resource Management in the Public Sector Comparative Career Development in the Public Sector

2. Structured Career Pathways Continuous Learning and Development (L&D) Training and Skill Development Mentoring and Coaching P erformance Evaluation Networking K ey Elements of Career Development MPA 507 Human Resource Management in the Public Sector Comparative Career Development in the Public Sector

3. Civil Service Commission’s Mandate on Learning and Development A continuous learning and development (L&D) for civil servants, focusing on competency-based training to enhance skills and ensure public service excellence, aligning with the organization's strategic objectives and vision of becoming a leading center for strategic human resource development.   MPA 507 Human Resource Management in the Public Sector Civil Service Commission’s Mandate on Learning and Development

4. Competency Based Learning & Development in the Philippine Civil Service Commission (CSC) Focuses on enhancing the skills, knowledge, and behaviors of civil servants to improve their performance and contribute to organizational success.  Identifies and addresses gaps in competencies through training, development programs, and performance management. MPA 507 Human Resource Management in the Public Sector Competency Based Learning & Development in the Philippine Civil Service Commission (CSC)

5. Formal Classroom Training On - the -Job Training Self-Development Development Activities/ Intervention In-House training on (Topic) External training on (Topic) Coaching on the job from (supervisor/Senior colleague) Knowledge sharing and learning session on (Topic) Shadowing under the stewardship of (Person) Programmed self-study through a third-party provider, including self-study video or audio packages Working on eLearning courses, PC tutorials or computer assisted training program or webinar on (Topic) Taking evening or weekend courses on (Topic) Special work project on (Topic) Added responsibilities on (Technical competency or work assignment) Service on technical or research committees, Task Force or Committee assignment on (Area) sanctioned by the Commission, other professional bodies or organizations Appropriate educational and developmental activities presented under the auspices of CSC, academic/educational institutions, commercial establishments or other professional bodies such as but not limited to congresses, conferences, forums, MPA 507 Human Resource Management in the Public Sector Competency Based Learning & Development in the Philippine Civil Service Commission (CSC)

6. Formal Classroom Training On – the – Job Training Self-Development Development Activities/ Intervention Cross-posting Program, job rotation or rotational assignment or temporary assignment to (Function) Interventions such as counseling, secondment, team building Tertiary courses run by academic/educational institutions Reading books and other publications or journals on (Topic) conventions, courses, seminars, workshops, lectures, brown bag discussions, orientations, briefings and other professional educational activities Meetings of professional organization body and their technical discussion groups Researching and writing technical publications (i.e., related to human resource management/human resource development/organizational development or appropriate to the field of work of the concerned official or employee), preparation and delivery of technical papers MPA 507 Human Resource Management in the Public Sector Competency Based Learning & Development in the Philippine Civil Service Commission (CSC)

7. MPA 507 Human Resource Management in the Public Sector Every CSC official and employee is an important resource valued by the organization. L&D interventions for CSC officials and employees shall be purposive and aligned with the CSC strategic objectives and goals. L&D shall be based on development needs as determined by competency assessment and performance assessment exercises. Competency Based Learning & Development in the Philippine Civil Service Commission (CSC) CSC’s Learning & Development Principles & Objectives

8. MPA 507 Human Resource Management in the Public Sector L&D shall consider the differentiated needs of women and men in the organization to ensure equitable access to L&D interventions. L&D shall focus on the development, improvement or enhancement of competencies required by the current or future position/job of the official/employee. L&D is a shared responsibility of the management, supervisors and the employees. Capacity development of CSC officials and employees is given equal, if not a paramount importance in terms of allocating resources. Competency Based Learning & Development in the Philippine Civil Service Commission (CSC)

9. MPA 507 Human Resource Management in the Public Sector L&D shall be designed to increase the portability of skills of employees. Heads of Offices and/or supervisors should recognize skills which may be transferable between jobs and/or assignments. Continuing upgrading of competencies aims to develop a competent, credible, and high performing CSC workforce. Continuing competence is maintained and enhanced through lifelong learning and integration of learning. L&D shall drive performance management. It shall integrate recognition and rewards mechanism as a strategy to ensure learning application in everyday work settings Competency Based Learning & Development in the Philippine Civil Service Commission (CSC)

10. MPA 507 Human Resource Management in the Public Sector Career Development in Organization for Economic Co-operation and Development (OECD) Countries The OECD is an international organization of countries committed to democracy and market economies, promoting policies that improve economic and social well-being globally through analysis, data collection, and policy coordination. 38 members are: Austria, Australia, Belgium, Canada, Chile, Colombia, Costa Rica, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Israel, Italy, Japan, Korea, Latvia, Lithuania, Luxembourg, Mexico, the Netherlands, New Zealand, Norway, Poland, Portugal, Slovak Republic, Slovenia, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States Career Development in Organization for Economic Co-operation and Development (OECD) Countries

11. MPA 507 Human Resource Management in the Public Sector Provides guidance and support to member countries on public employment and management, including career development in the civil service. Analyzes trends, identifies best practices, and facilitates cooperation among governments to improve public service performance. Focuses on preparing young people for their working lives through career guidance initiatives. Career Development in Organization for Economic Co-operation and Development (OECD) Countries OECD's Role in supporting Public Sector Career Learning and Development

12. MPA 507 Human Resource Management in the Public Sector Key Elements of Career Development in the Civil Service Across OECD Countries Training and Skills Development: Public service training is a cornerstone of career development, with many countries having established systems to support administrative reform, modernize practices, and improve staff skills Internal Mobility: Internal mobility, both temporary and permanent, is seen as crucial for making the best use of the workforce, especially in countries with long-term, open-ended contracts. Performance Management: Performance management systems are used to evaluate and develop civil servants, ensuring they meet the required standards and contribute effectively to the public service. Career Development in Organization for Economic Co-operation and Development (OECD) Countries

13. MPA 507 Human Resource Management in the Public Sector Strategic Talent Management: Governments are increasingly adopting a strategic approach to talent management, focusing on attracting, developing, and retaining skilled personnel, particularly for leadership roles. Adaptability and Flexibility : The public service must adapt to rapidly changing circumstances, including technological advancements and evolving societal needs, requiring a flexible and adaptable workforce. Public Service Leadership: Developing strong leaders is crucial for the quality and efficiency of the administration, with some countries having established traditions for the career of the higher civil service. Career Development in Organization for Economic Co-operation and Development (OECD) Countries

14. MPA 507 Human Resource Management in the Public Sector Challenges and Considerations Attracting and Retaining Talent : Many OECD countries face challenges in attracting and retaining skilled personnel, particularly for in-demand skills. Ageing Workforce : The ageing of the population in many OECD countries also translates into an ageing workforce, requiring strategies for knowledge transfer and succession planning. Non-Standard Employment : The use of non-standard forms of employment can lead to under-employment and lower wages, potentially affecting disadvantaged groups disproportionately. Public Service Reputation : Improving the reputation and communication of the public service is crucial for attracting talent and enhancing public trust. Career Development in Organization for Economic Co-operation and Development (OECD) Countries

15. MPA 507 Human Resource Management in the Public Sector Focus Areas for Skill Development: Digital literacy and online skills became increasingly important as remote work and online learning became more prevalent.  Adaptability, problem-solving, and critical thinking skills were also highly valued as individuals and businesses navigated the changing landscape.  Focus on essential skills for the future workforce, such as data analysis, cybersecurity, and renewable energy Skills Development in the time of COVID-19 Skills Development in the time of COVID-19

16. MPA 507 Human Resource Management in the Public Sector Webinars and other synchronous learning approaches ELearning: Participants access online multi-modal learning resources Microlearning Modules: asynchronous, bite-sized, stand-alone learning modules Blended Learning: A combination of synchronous, asynchronous, virtual, and face-to-face formats. Digital/Online Learning Modalities Skills Development in the time of COVID-19

17. MPA 507 Human Resource Management in the Public Sector Private Learning and Development Institutions accredited by the CSI (ALDI) Government L&D institutions Non-accredited private institutions offering highly technical/specialized training Internationally-acclaimed local institutions, foreign institutions that offer L&D for scholarship purposes or for personal advancement Other Institutions that partner with the CSC in building capabilities of civil servants Other Relevant L&D Providers Skills Development in the time of COVID-19

18. MPA 507 Human Resource Management in the Public Sector Training hours earned from participating in online courses may be credited or considered to satisfy the training requirement in the Qualification Standards, as long as the training acquired is relevant to the position to be filled as certified by the agency’s Human Resource Management Officer. For asynchronous ELearning and microlearning modules, training hours shall be measured based on the actual duration of the module and evidenced by the tracking system of the learning platform implemented by any of the prescribed learning providers. For blended learning, training hours shall be measured based on the duration of course including total learning hours for synchronous, asynchronous learning, and preparation of course requirements/outputs. Credits Skills Development in the time of COVID-19

19. MPA 507 Human Resource Management in the Public Sector SUMMARY Career development has become a critical element for organizations and individual employees alike around the globe. Career development ensures that organizations have an adequate supply of people with the right qualifications and experience The Philippine Civil Service Commission has created through it’s mandate on L&D the CBLD Program to address competency gaps, align L&D interventions with CSC's mission, and improve the overall performance of government agencies. SUMMARY

20. MPA 507 Human Resource Management in the Public Sector The OECD contributes to career learning and development by providing research, data, and best practices to help countries develop effective local skills systems, aligning education and training with labor market needs, and supporting lifelong learning for personal and economic growth. Coronavirus disease 2019 (COVID-19) has transformed how trainers and leaders prepare individuals and organizations. It has also influenced how individuals respond to these changes required to ensure effective Career Development With Covid 19, digital literacy and online skills became increasingly important as remote work and online learning became more prevalent.   Focus on essential skills for the future workforce, such as data analysis, cybersecurity, and renewable energy SUMMARY

21. MPA 507 Human Resource Management in the Public Sector “Shaping the Servant-Hero towards Public Service Excellence” ~Learning and Development Philosophy~ END