Professional Documents
Culture Documents
I. POLICY GOALS
During the career life of each employee, the following career and
personnel development opportunities may be availed of in accordance
with specific policies which shall be thoroughly discussed in item “IV”.
ACTIVITIES/PROGRAMS WHO MAY AVAIL
Permanent employees who occupies
a. Local Scholarship Program second
level positions and holds a Bachelor's
1. National degree
with at least two (2) years of
2. International continuous
service ad has at least very
satisfactory
performance
4) Leadership Management
and Department Heads and Supervisors
Governance
5) Supervisory Development
Courses
6) Supervisors
7) Other technical courses
offered to Employees concerned
frontline offices like the Office of
the City Engineer, Agriculture,
Health
and Social Services
c. Seminars, Conferences and Lawyers, engineers, accountants,
Conventions doctors and
offered by Professional Groups and other professional groups
associations for their respective
continuing learning education
1. Job Rotation Program – involves exposure to the different aspects of a job that
will allow an employee to expand one’s learning horizon in preparation for either
a staff or line career path.
2. On-the-job Training/”Understudy” – a deliberate process of increasing familiarity
and mastery of one’s job through exposure to the job/task of a particular
position. This is also useful for career succession purpose.
3. Coaching – deals essentially with a deliberated effort at developing
subordinates; improve one’s job skills, as well as technical knowledge through
close “teaching” and supervision of training for eventual promotion.
4. Counseling – entails a one-on-one close interaction between an employee and
a supervisor to jointly look at problems besetting an employee which affect his
performance and relationship with others. It is used generally as a corrective
approach in helping an employee overcomes one’s problem either personal or
work related.
5. Mentoring – a mechanism that guides an employee to the inner network of the
organization which may assist him/her in career advancement. It involves a
manager/s investment on a high potential employee-providing an objective
assessment of one’s strength and weakness and ensuring opportunities to
address them. This mechanism allows the employee to clarify “ambiguous”
expectations of the organization and facilitate career growth.
6. Job shifting – where a person has remained in one position for five (5) years or
more, TWD as part of enhancing its career development reserves the right to shift
a person to another position where he maybe of further contribution to the
district. This mechanism will enable the person to pursue a line of development
that allows him to be promoted or gain a little more mobility on the job.
7. Management Training Program – a mechanism by which outstanding performers
in entry-level position shall be assigned to different offices in the LGU for exposure
and further development.
8. Socialization/Team Dynamics – social interactions as well as team/dynamics shall
form part of the rewards and incentives program for local employees in the
Organization.
IV. AVAILMENT GUIDELINES
Every employee may avail one of these four (4) broad opportunities outlined in
item III in any given year in accordance with the following guidelines:
3. Other trainings and seminars that may be conducted by CSC and private
experts like:
a. Speech and Personality Development Seminars
b. Strategic Planning
c. Technical Writing
d. PowerPoint Presentation Making
e. Skills Enhancement Seminars
f. Spirituality Enhancement Seminars
g. 5 S Seminar
h. Project Proposal Preparation
i. Financial Management and Budgeting
j. Resource Mobilization
k. Gender Sensitivity Seminars
l. Feasibility Study Preparation
4. Conduct of September Caravan
5. Other seminars that may be conducted by HRMO personnel and other experts
within the organization.
C. Other Human Resource Development Interventions
3. The department head shall actively chart a career development plan for every
employee in coordination with the Human Resource Management Office.
4. The Career, Physical & Social Development Section of the Human Resource
Management Office shall take charge in encouraging career development
awareness among the city government employees, and engaging the support
of heads of Offices in facilitating the progress of an employee’s career
development plan.
5. A pool of internal career counselors shall be established to render occasional
career counseling services for the Career, Physical & Social Development
Section. These career counselors shall undergo an orientation on career
counseling.
6. At least three (3) percent of the total personnel budget shall be used for
staff/career development programs and activities.
7. Appropriate consultation mechanisms shall be utilized to disseminate the
Organization’s Career and Personnel Development Plan to the employees.
8. To ensure the district rationalization of career development opportunities, all
proposals for local scholarships, conferences, and team building activities shall
be coursed thru the Personnel Development Committee headed by the General
Manager of his Authorized Representative.
F. Effectivity.
This Career and Personnel Development Plan shall take effect upon
approval.
NELLY M. GENTUGAYA, MM
General Manager
________________________
Date