CALBAYOG CITY
HUMAN RESOURCE MANAGEMENT OFFICE

"Helping you grow."

LEARNING AND DEVELOPMENT POLICY

I. RATIONALE

As the Local Government Unit of Calbayog strives to attain its plan for a highly competitive public servants, there is a need to establish a Learning and Development (L&D) Plan that aligns to the LGU Calbayog’s goals and aspiration becomes strategic and highly significant. L&D interventions provide a strategic alignment between the LGU’s workforce’s individual learning and development goals along with the City’s vision, mission, goals and objectives.

This policy aims to:

  • Support the Achievement of the City Government of Calbayog strategic objectives and priorities.
  • Promote its human resources vision and philosophy of empowering and nurturing a “community of competent dedicated, values-oriented, progressive, client-centered employees, delivering excellent services.”
  • Conform to the Civil Service Commission’s Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIMEHRM) Maturity Indicators for Learning and Development.
  • Upholds that a competency-based L&D plan helps LGU Calbayog’s executives/managers/supervisors see a clear line of sight between the organizational goals, the LGU Calbayog’s workforce needs to demonstrate competence, and the City’s executives/managers/supervisors need to carry out in order to encourage and support the acquisition and demonstration of the behaviors. An evidence-based and carefully designed plan for L&D help attract as well as sustain the needed talents in the City Government and keep them motivated in pursuing performance and service excellence.

This document presents the LGU Calbayog’s L&D Philosophy that set the guidepost for all its L&D interventions. Likewise, this document enumerates the strategies and interventions to help both the Human Resource Management Officer and the Line Managers form partnership in helping the employees acquire the necessary knowledge, skills and attitudes to perform their job better.

Furthermore, the interventions entail various activities that range from formal intervention to self-learning that will allow learners to choose the most appropriate mode for their acquisition of learning and development.

REASONS FOR DEVELOPMENT

  • The main reason for development is the need to ensure people have the right knowledge, skills and competencies to meet current and future needs as identified. Development needs might relate to an individual, a group of employee, or the whole department.
  • For individuals, performance management processes require managers and their staff to discuss development needed to meet job objectives or competency expectations.
  • On a wider scale, changing working strategy and practices may involve development for whole groups of employees, while Department development programs are designed to help staff meet requirements and to develop core and role competencies. The aim here is to develop/enhance the potential of employee to meet the long-term needs of the Department.
  • Development can also be driven by an individual’s desire to advance their own knowledge, skills and competencies for professional growth.

DEVELOPMENT NEEDS

  • Development needs may be identified by the manager or individual and can arise at any time. A key part of performance management involves identifying development needed to meet agreed objectives and competency expectations arising from:

    • Changes in job content, processes or tasks;
    • Employee being new in the role;
    • Personal desire to improve performance (e.g. for the purposes of career development)
    • (Performance in the current job not meeting expectations) Performance gaps

There are many ways of Learning & Development interventions, which includes: attending courses, workshops, seminars, webinars, convention, undertaking educational programs, attending conferences, coaching, mentoring, benchmarking and re-echo.

II. SCOPE

This policy applies to all first and second level employees in the career service of the City Government of Calbayog, regardless of age, gender, sexual orientation, civil status, disability, religion, ethnicity or political affiliation. For second level employees, it shall apply to those performing professional, technical, executive and managerial functions.

This policy also applies to temporary and co-terminus employees who are holding mission-critical positions and whose competency development is crucial to the performance of their assigned task. Mission-critical positions are those where job performers are assigned responsibilities that could significantly affect the delivery of services in their own and other departments, if not done well. The competency gaps of employees holding these positions must be identified and documented through needs analysis.

III. DEFINITION OF TERMS

EVALUATION

is the process of assessing the effectiveness of a program or a course with respect to enabling individuals to achieve learning objectives and organizational impact.

LEARNING and DEVELOPMENT

are behavioral interventions that build competencies and capabilities at the individual level. Learning pertains to interventions that enable individuals to become effective and efficient at certain jobs while development pertains to interventions that prepare them for higher responsibility.

LEARNING and DEVELOPMENT PLAN (L&D Plan)

is a document listing the program/course offerings for a given period of time specifying the description target participants, performance objectives, learning objectives, content outline and implementation dates of said program/course offerings.

LEARNING and DEVELOPMENT PLANNING

is the process of identifying, prioritizing and scheduling learning and development interventions such as programs and courses with a Learning and Development Plan as its output.

LEARNING MATERIALS

are printed and other physical materials that support the implementation of program/courses and/or facilitate learning. These materials may include, but not limited to, PowerPoint Presentations, Facilitator's Guide, Participants Manual, Job Aids, Posters, Evaluation Plan, Props, etc.

PROGRAM/COURSE ADMINISTRATOR

a role assumed by a learning and development practitioner when implementing a program/course in accordance with an existing design.

PROGRAM DESIGN

is the process of sourcing, selecting and sequencing content and specifying methodologies that will best achieve identified learning objectives as documented in a Course Brief, a Training Activity Plan and other Learning Materials such as: PowerPoint Presentations, Facilitator's Guide, Participants Manual, Job Aids and Evaluation Plan.

SUBJECT MATTER EXPERT

is any person who is a recognized expert in a particular field of endeavor that is subject of a learning and development intervention. A Subject Matter Expert (SME) may be engaged to serve as a source for program/course content, as a resource person or to perform specific learning and development roles such as: Learning and Development Planner, Program/Course Designer, Program/Course Administrator, Program/Course Evaluator, and/or Learning Facilitator.

TRAINING ASSISTANT

a role assumed by a learning and development practitioner when providing administrative and technical support to other practitioners who are designing, administering, facilitating and/or evaluating programs/courses.

IV. STRUCTURE AND ROLES

Pursuant to Executive Order No. ___, Series of 2019 of the City Mayor [Designated Person] stating the reorganization of the Learning and Development Committee of the City Government of Calbayog in accordance with the CSC MC No. 43, s. 1993 and as amended in MC 10, S. 1989.

  • COMPOSITION

Learning and Development Committee (L&DC) is reorganized with the following composition and responsibilities:

LEARNING and DEVELOPMENT COMMITTEE (L&DC)

Chairperson: City Administrator
Members: City Human Resource Management Officer
Department Manager or Administrative Officer of concerned Dept.
Two (2) representatives from accredited Employee Association
*First Level Employee & Second Level Employee Representative
Secretariat: At least 2 staff from CHRMO L&D Division, chosen by the Chairperson L&DC
  • FUNCTIONS and RESPONSIBILITIES

The L&DC shall perform the following functions:

  1. Formulate/Customize/Review/Revise and approve the L&D policy, Strategic L&D Plan and Annual L&D Plan of the Agency, based on existing CSC Rules;
  2. Sees to it that all first and second level employees in the career service, regardless of age, gender, civil status, disability, religion, ethnicity or political affiliation are provided with at least one (1) Learning and Development annually;
  3. Prepares and updates list of needs-based training programs in coordination with HR;
  4. Evaluates and recommends availment of invitations to attend international and local training or study programs;
  5. Posts available training and scholarship opportunities in conspicuous places;
  6. Screen qualified nominees based on approved Strategic L&D Plan, L&D Annual Plan, Policy Guidelines and Criteria, set for scholarships and program participation (based on local, national and international standards);
  7. Recommend to the Agency Head or his duly authorized representative the most qualified nominees and recipients in accordance with screening results, except if concerned recipient(s) had been explicitly identified by the agency head in the exigency of the service and/or direct identification of trainees/recipients by the central and regional Offices;
  8. Render a quarterly report of training/seminars/scholarships attended by the employees;
  9. Provide support to management in matters pertaining to the selection of office nominees to training and development intervention and scholarship programs in accordance with existing CSC policies and office standards.
  10. Regularly revisits the efficiency and effectiveness of the policy and makes necessary amendments and/or revisions if needed.
  • City Administrator
  • Acts as the Chairman of the Learning and Development Committee of the Local Government Unit of Calbayog;
  • Approves Annual Learning and Development Plan, Program/Course Design based on the specific learning needs of the officials and staff;
  • Provides support for the continuous capacity building of LGU Calbayog employees through their attendance in training based on the approved Learning and Development Plan;
  • Ensures that all officials and employees of the LGU Calbayog regardless of sex, gender, civil status, disability, religion, ethnicity or political affiliation shall be provided at least one (1) Learning and Development Intervention annually; and
  • Facilitates the conducts of the periodic system review of the LGU Calbayog Learning and Development Policy.
  • City Human Resource Management Officer
  • Prepares an Annual L&D Plan in support of the Medium Term (3 years) Learning and Development Plan based on an appropriate learning needs assessment;
  • Designs, develops, and conducts L&D Programs that will address competency gaps and strengthen mission-critical competencies of all LGU employees;
  • Coordinates with the CSC and/or other Learning Service Providers on the attendance of LGU officials and employees to specialized programs;
  • Facilitates the conduct of periodic review of the LGU Calbayog Learning and Development Policy;
  • Ensures that all officials and employees of the LGU Calbayog regardless of sex, gender, civil status, disability, religion, ethnicity or political affiliation shall be provided at least one (1) Learning and Development Intervention annually;
  • Ensures that Persons with Disability (PWD) are provided with the necessary assistance to encourage them to attend L&D intervention; and
  • Maintains computer-based system on Learning and Development data and documents.
  • Department Manager
  • Monitor/Coach Direct Reports in the preparation and implementation of the Individual Development Plan;
  • Recommend the approval of the Learning Application Plan//Re-Entry Application Plan, as applicable, of the L&D intervention attended by the Direct Reports.
  • Provide opportunity for all Direct Reports to L&D interventions regardless of sex, gender, civil status, disability, religion, ethnicity or political affiliation; and
  • Ensure that knowledge acquired during L&D Intervention are applied in the workplace
  • Representatives from Employee’s Union Organization
    (First Level and second level employee representatives)
  • Ensure that LGU Calbayog Learning and Development intervention applies to all first and second level employees regardless of sex, gender, civil status, disability, religion, ethnicity or political affiliation
V. DEFINITION OF TERMS

Learning and Development must contribute to LGU Calbayog strategic goals. The purpose of L&D is to improve individual and organizational performance so that LGU services meet client needs, and development priorities are achieved.

Heads of offices and supervisors are accountable for purposive employee development. L&D is one of the main responsibilities of heads of offices and supervisors as they manage the performance of their employees. They shall systematically determine the competency needs of employees as part of the performance management process, and identify appropriate L&D interventions to address those needs and improve employee performance. They too should see to it that every employee should have at least one L&D intervention in every year, without discrimination.

CHRMO is a strategic partner of LGU management in employee development. It works hand-in-hand with management in making sure that L&D happens in LGU Calbayog and generates results that contribute to performance improvement at the individual and organizational levels.

Employees take responsibility for their own learning. Employees share in the responsibility for L&D by taking it upon themselves to maximize learning opportunities provided to them as well as proactively pursue self-development

  • L & D GOVERNANCE
  1. L&D responsibilities are shared with many people having an important role:

    1. The City Mayor, as head of the Agency shall ensure that each employee shall have undergone at least one planned human resource development intervention during the year. The City Mayor have the final approval of issuances related to policies and guidelines on the Learning and Development System.
    2. The Learning & Development Committee (L&DC) serves as the screening and coordinating committee in providing timely, relevant and competency-based human resource development programs and intervention to career and non-career personnel of the LGU. It provides support to management in matters pertaining to the selection of office nominees to learning and development intervention and scholarship programs in accordance with existing CSC and COA policies and office standards. The L&DC render a quarterly report of trainings / seminars / scholarships attended by the employees.
    3. The CHRMO is responsible for managing and developing human resources and all personnel actions in accordance with the Local Government Code of 1991. They shall provide the overall strategic direction that shall serve as anchor for all Learning and Development efforts of the LGU Calbayog.

      The CHRMO – Learning & Development Division manages the planning, execution, Monitoring and Evaluation of L&D interventions. Recommends and operationalizes L&D policies and plans. Monitors alignment of all L&D interventions. It shall safe keep and update the L&D index of all LGU employees. It shall also serve as the secretariat of the LGU Calbayog L&DC.
    4. The Department Managers or its authorized representative serves as one of the members of the LGU Calbayog L&DC, whose responsibility is to identify who will attend the training. They lead the planning, execution, and assessment of L&D interventions in their respective offices. Support employees’ participation in L&D activities and subsequent application of learning on the job. Augment L&D interventions by providing needed coaching to employees and assure that investments in L&D translate to actual results in terms of improved performance of job holders.

      It is the responsibility of the L&DC to regularly evaluate the efficiency and effectiveness of the policy and recommend enhancement thereof.

      They shall also ensure that Learning and Development opportunities are equally available to all staff.
    5. Individuals/Employees are responsible for their own learning and development in terms of thinking about objectives and competency expectations and discussing with their manager any areas where development is needed.

      Employees shall regularly prepare, submit and update Training Needs Assessment (TNA), and Individual Learning and Development Plan;

      Submit Learning Application Plan/Re-Entry Application Plan, Back to Office report, as applicable, within 10 working days from completion of the L&D Intervention.

      Being receptive to feedbacks indicating development needs. Proactively seek ways to apply learning on the job and contribute to the overall performance of their office.

      Share what they have learned from L&D intervention thru re-echo, back to office report.

      Thinking about their own career aims. And keeping a learning record and their L&D data in the L&D index updated.

      It is the responsibility of the supervisor to ensure that learnings gained in any L&D interventions are applied.
  2. All Learning and Development activities of LGU Calbayog shall be guided by:

    1. A three-year Strategic L&D Plan that is aligned with the strategic directions and priorities of the LGU Calbayog, formulated at the start of a three-year term, and reviewed and updated, as necessary, based on changing needs.
    2. An Annual L&D Plan and Budget that specifically maps out the yearly implementation of the Strategic L&D Plan, and is developed as part of the Annual Investment Plan.
  3. The L&D system shall be linked to the LGU Calbayog SPMS. Organizational and individual performance data shall be used as bases for identifying competency needs, designing and implementing appropriate L&D interventions, and measuring L&D’s contribution to the achievement of organizational outcomes and impact.
VI. L&D PLANNING, MONITORING & EVALUATION

1. Learning and Development Planning

Strategic L&D Plan shall be anchored on the LGU Strategic Plan and updated annually based on new mandate, changes in direction, performance gaps among others.

  1. All officials and employees of the Agency shall prepare a 3 year Individual Learning & Development Plan (ILDP) after which the Division/Office concerned shall prepare an Office Learning & Development Plan (OLDP).
  2. The Office Learning & Development Plans shall be consolidated by the Human Resource Division which shall be the basis in the preparation of the development plan and thereafter prepare the LGU Calbayog’s Annual Learning and Development Plan.
  3. The L&DC shall provide the planning guidelines to ensure uniformity and alignment with LGU Calbayog strategic priorities.
  4. The Strategic L&D Plan shall be based on performance and competency requirements. The CHRMO L&D Division may tap the L&DC in the formulation of the Plan.

    1. Department Heads shall use the Individual Performance Commitment and Review (IPCR) as basis for determining competency gaps along priority areas.
    2. They shall formulate the Strategic L&D Plan and submit this to the CHRMO for review, consolidation, and endorsement to the L&DC.
    3. L&DC shall review the LGU L&D Strategic Plan for finalization and endorse to the City Mayor. (L&DC is recommending authority)
  5. The Annual L&D Plan and Budget shall be based on the Strategic L&D Plan and a validated needs analysis.

    1. Department Heads shall lead the validation of L&D needs in their respective departments.
    2. The department’s Office Performance Commitment and Review (OPCR) and Individual Commitment and Review (IPCR) shall be the basis for validating competency requirements to implement the department performance goals.
    3. Employees and their immediate supervisors shall use the regular performance evaluation (IPCR) as a venue to identify the employee’s learning and development needs.

      Process – ILDP – OLDP – Annual L&D Plan/Calendar
    4. Department Heads shall review and consolidate the L&D needs of personnel in their department and use these in developing the Annual Department L&D Plan and Budget. This plan shall include targeted participants, Workplace Development Objectives, suggested interventions, timetable, estimated cost and Monitoring & Evaluation Plan. It shall also indicate whether the intervention will be conducted in-house or outsourced to a learning service provider. The Plan is submitted to CHRMO – L&D Division for review, consolidation and endorsement to the L&DC.
    5. The CHRMO L&D Division shall develop the Monitoring and Evaluation Plan for L&D interventions that cut across departments.
  6. The L&DC shall review each department’s Annual L&D Plan and Budget and endorse its inclusion in the department’s own annual work and financial plan. It shall also determine the L&D interventions that cut across departments and shall be incorporated in the LGU-wide L&D Plan and Budget to be managed by the CHRMO – L&D Division.
  7. The three-year (3year) ILDP/OLDP may be revised and/or updated considering the following bases:

    1. Result of Competency Assessment;
    2. Identified L&D Intervention in the IPCR/OPCR Rating; and
    3. Regular monitoring and coaching session.

2. Program/Course Design

  1. It shall be the primary responsibility of the Human Resource Management Office to prepare the Program/Course Design and Evaluation Plan before an L&D is conducted. However, the Local Chief Executive has the authority to assign the preparation of a Program/Course Design to other Department; and
  2. All Program/Course Design documentations prior to implementation shall be submitted to the HRMO which shall, on the basis of the submitted documentations, endorse and maintain them as the standard design. The documentations of the standard designs shall be made available to all offices authorized to deliver applicable program/course

3. Program/Course Delivery and Administration

  1. The Human Resource Management Office is responsible for the delivery and administration of the scheduled L&D intervention in accordance with the Program/Course Design
  2. The HRD shall assign a Program/Course Administrator whose task is to plan and execute the implementation of the assigned program/course using the Program/Course Implementation Checklist
  3. Internal or external Subject Matter Experts (SMEs) may be engaged to serve as Learning Facilitators, Speakers or Resource Persons subject to a prescribed selection process based on the following criteria:

    1. Relevance of Experience - shows appropriate field of specialization and educational/professional qualifications
    2. Depth of Experience - shows mastery of the subject matter and competence
    3. Timeliness of Experience - presents up-to-date and relevant knowledge to be shared
    4. Location of the Experience - works in a recognized institution or agencies
    5. Training of Experience - attends/serves various T&D programs that enhanced his competence/expertise

    Furthermore, the Resource Person Information Form (Annex O) should be asked from the selected and identified SMEs by the committee

  4. All Learning Facilitators, whether internal or external, must have demonstrated their competency and capability to facilitate learning before being engaged as such. The Learning Facilitator’s demonstration shall be evaluated based on the following criteria:

    1. Stimulate Participant Interest
    2. Present Content
    3. Process Learning
    4. Manage Disruptive Behavior
    5. Conduct Formative Assessment

    HRD shall be responsible for evaluating the competency and capability of the Learning Facilitators.

  5. All program/course implementations shall be evaluated using a standard Level 1 instrument (Final Course Evaluation) and the Pre and Post-Tests specified in the applicable Evaluation Plan. Evaluation Levels 3 and 4 shall be conducted only for selected programs/courses and in accordance with the Evaluation Plan specified in the design of said programs/courses;
  6. The Agency may also engage the services of the Learning Service Providers (LSP) to design and implement training programs for the benefit of the LGU Calbayog personnel in order to address the learning and development needs. With this, the following criteria may be used in selecting LSPs:

    1. Staff Credentials
    2. Client Feedback
    3. Previous Experience
    4. Alignment of Philosophies and Values
    5. Depth of Related Experience
    6. Staffing Capability
    7. Quality of Products and Services
    8. Financial Capability
  7. Certificate of Participation/Completion (Annex R.1) shall be given to participants who have successfully completed the requirements of the program/course including attendance to at least 90% of its duration; and
  8. The Certificate of Participation/Completion shall be signed by the Local Chief Executive and attested by the Human Resource Management Officer in case the intervention is conducted/hosted by the agency.
VII. L&D EXECUTION

  1. All L&D nominations after being duly approved by the respective Department Managers shall pass thru the L&DC for review and recommendations wherein the said Department Manager will sit as member of the committee for purposes of screening and deliberation.
  2. The City Mayor shall have final approval of all requests for participation in Learning and Development activities, including scholarships.
  3. All Learning & Development requests must be aligned with the approved Annual L&D Plan.
  4. For requests that are not in the approved Annual L&D Plan, the following guidelines are followed:

    1. The Department Head shall assess the relevance of the intervention determine whether there is available budget or funding source, and submit the request to the L&DC for review and endorsement to the City Mayor.
    2. The following criteria shall be used in approving the request:
      1. It must clearly respond to a department or LGU competency gap that is aligned with the LGU strategic directions and priorities, or a requirement oversight and national government agencies; and
      2. There must be available budget, or a funding source identified and secured.
  5. Scholarship Grants

    Scholarships shall be defined as local or foreign-funded academics and non-academics learning interventions attended by employees on official time and/or financially supported by the LGU. These may include degree programs, training, seminars, benchmarking visits, exposure trips, and other forms of learning interventions. The L&DC shall define interventions that are considered scholarships.

    1. The L&DC shall establish the criteria and guidelines for the selection and nomination of employees for scholarship opportunities. It shall conduct the selection process and endorse the final list of scholarship candidates to the City Mayor for approval.
    2. Employees with permanent appointment shall be given preference in the selection and nomination of candidates for L&D program and scholarship grants both in the country and abroad.
    3. Temporary and co-terminus employees may subsequently be allowed to avail of local or foreign L&D program or scholarship grants provided that they fall under the following categories:

      1. Employees directly involved in the implementation of foreign-assisted project in which the agreement entered into the City Government of Calbayog and the foreign entity includes training/scholarship grants for project staff members under the sponsorship of the lending or assisting foreign institution;
      2. Employees who have been personally invited by a sponsoring entity; or employees who are proposed for nomination by the City Government of Calbayog which has been directly invited by a foreign entity to avail of its training/scholarship grants.
    4. In consideration of the nominee’s acceptance to local or foreign scholarship grant, whether in the academic or non-academic program, the nominee shall serve the City Government for the specific period as may be provided under the scholarship contract with the City Government.
    5. The L&DC, acting as the Scholarship Committee, shall establish guidelines regarding scholarship grantees’ return service obligation to the City Government in accordance with CSC rules.
    6. Scholarship grantees shall be covered by a scholarship contract, approved and signed by the City Mayor and the grantee. It may stipulate LGU’s financial and non-financial support (if any), the grantee’s return service obligations, reportorial requirements, and provisions regarding non-compliance with the agreement. The contract shall likewise be signed by the grantee prior to the commencement of the scholarship.
    7. Scholarship grantees shall submit to the City Mayor and the L&DC his/her official transcript of grades at the close of each quarter, term and/or semester.
    8. Should the grantee fail to fulfil his/her service requirement due to transfer to a private entity or resignation, he/she shall pay back to the City Government of Calbayog the full or pro-rated amount spent by the City Government for his/her training/scholarship grant, based on the following formula:

      R = (SOR – SOS) X TCR
      SOR
      Where: R = Refund
      TCR = Total compensation received (gross salary, allowances and other benefits received while on study leave)
      SOS = Service Obligation Served
      SOR = Service Obligation Required

      Officials and employees may be entitled to Study leave in accordance with the conditions set forth in Section 68, Rule XVI, Omnibus rules on Leave and its relevant amendments.

      1. The study leave is a time-off from work not exceeding six (6) months with pay for qualified officials and employees to help them prepare for their bar or board examinations or complete their master’s degree. The leave shall be covered by a contract between the beneficiary and the City Mayor.
      2. The beneficiary for such leave shall be selected based on the following qualification requirements:

        1. The official/employee must have graduated with a bachelor’s degree which consequently requires the passing of government bar and board licensure examinations. For thesis writing or comprehensive examination, the official/employee must have completed all the academic requirements for a Masteral degree.
        2. The profession or field of study to be pursued must be relevant to the agency or to all the official duties and responsibilities of the concerned official or employee.
        3. Must be a permanent employee.
        4. Must have rendered at least two years of service with at least very satisfactory performance for the last two rating periods immediately preceding the application.
        5. Must have no pending administrative and criminal charges.
        6. Must not have any foreign or local scholarship grant.
        7. Must have fulfilled the service obligation of any previous scholarship and training contract.
        Period of Grant Return of Service Obligation
        One (1) month Six (6) months
        Two (2) to three (3) months One (1) year
        More than three (3) months to six (6) months Two (2) years
      3. Applications for Study leave shall be submitted to the CHRMO – L&D Division who shall review and endorse the application to the L&DC. The L&DC shall review and endorse its approval to the City Mayor.
  6. Each Department shall;

    1. Manage their own L&D budget based on their approved L&D Plan.
    2. Identify participants to L&D interventions based on needs analysis and in accordance with the approved L&D Plan.
    3. Ensure that each employee shall have undergone at least one planned L&D intervention per year.
    4. Maintain their Department L&D Calendar and submit a copy to CHRMO – L&D Division for inclusion in the City Government-wide L&D Calendar
    5. Organize learning sessions and/or re-echo to be conducted by employees who attend L&D activities so that relevant learning is shared with co-workers.
    6. Provide mechanisms to support the application of learning on the job. These may include coaching and mentoring, providing relevant assignments or projects that make use of competency acquired, and others.
    7. Assess the effectiveness of L&D interventions by tracking and reporting:

      1. L&D interventions implemented by the Department.
      2. Employee’s competency and performance improvement on the job, as well as;
      3. Effects on the Department’s performance, using a template provided by CHRMO-L&D division – Training assessment Survey

The performance data from the SPMS shall be used as basis for the assessment, which shall be submitted to the CHRMO – L&D division within one month after the submission of the OPCR and IPCR.

  1. Employees share the responsibility for their learning and development and as such, they shall:

    1. Participate in all L&D activities in which they have been targeted based on the needs assessment reflected in the L&D Plan.
    2. Participate in L&D activities that may not have been included in the L&D Plan but are required by oversight and national government agencies, or are deemed critical in addressing a competency gap that affects their performance on the job.
    3. Submit to the Department Head a Post-training Report and propose a schedule for conducting a Learning Session (Re-Echo) to share lessons learned that may be useful to other employees in the office.
    4. Update the “Training Attended” section of the Personal Data Sheet (PDS), as well as other information as may be required. The employee must submit a copy of their certificate of attendance/participation/completion to CHRMO Records Division no later than five (5) working days after the training to trigger approval of updated PDS information.
    5. Surrender to the HR Focal Person (Administrative Officer) in your Department the original copy of materials acquired through the L&D intervention, for inclusion in the department’s Learning Resource Center (LRC).
    6. Undertake own self-development efforts to address identified competency gaps and performance improvement needs.
  2. The CHRMO – L&D Division shall lead the implementation and management of L&D interventions. It shall:

    1. Monitor and evaluate the LGU Strategic and Annual L&D Plan.
    2. Provide standards, guidelines, and templates for designing, conducting, managing and evaluating L&D interventions.
    3. Monitor and evaluate LGU-wide in-house Learning and Development interventions.
    4. Utilize the L&D Facilitators’ Pool (CHRMO – L&D Division) as a resource for the design, implementation, and management of L&D interventions.
    5. Utilize the HR Focal Persons (Administrative Officers) in coordinating the conduct of L&D interventions.
    6. Issue guidelines and tools in contracting Learning Service Providers for outsourced interventions.
    7. Provide each Department thru their Administrative Officers training calendars of the accredited training providers in each year.
VIII. L&D ENABLING MECHANISMS

  1. The City Government of Calbayog shall provide facilities, equipment, materials and supplies, and other mechanism adoptable and needed to implement L&D interventions.
  2. The CHRMO – L&D Division shall:

    1. Develop and maintain the Human Resource Management Information System (HRMIS) that will capture, track, and analyse data on employees’ Learning and Development for use in decision-making. It shall provide guidelines for this purpose.
    2. Establish a Central Repository of all L&D materials developed in-house, including activity designs, session guides, learning aids, tools, templates and others.
    3. Provide guidelines for establishing and maintaining Learning Resource Centers in departments to ensure easy access and optimal usage
  3. All departments shall establish and maintain a Learning Resource Center in their office. The Learning Resource Center serves as repository of relevant learning and development materials that can easily be accessed and used by employees for continuous learning and performance improvement.

    1. The Administrative Officers shall collect, systematically file, and maintain the materials in their respective department’s Learning Resource Center.
    2. The Department Heads shall provide mechanisms and opportunities to optimize the usage of the Learning Resource Center.
IX. EFFECTIVITY

  1. This policy is effective immediately and shall remain in effect until otherwise revoked.
  2. Cognizant that there are elements of the L&D System that have yet to be established, relevant provisions will apply upon the installation of these components of the system.
X. TRANSITIONAL PROVISION

  1. The L&DC shall formulate a Sustainability Action Plan to guide the transition towards the new L&D system. It shall map out activities, outputs, timeframe, persons responsible, and resources for LGU to fully install, institutionalize, and sustain the L&D system and its supporting mechanisms.
  2. The Sustainability Action Plan shall be time-bound and must be completed no later than twelve (12) months after the approval of the plan.

Done this 15th day of October, 2020 at Calbayog City, Samar.

Process Flow
Learning and Development Intervention

Planning:

INDIVIDUAL L&D PLAN
(3 years plan)
Based on the IPCR

(Individual employee)
(5 mins)
OFFICE STRATEGIC L&D PLAN
(3 years plan)
Based on the individual L&D Plan

(Dept. Head or Admin Officer)
(4 hours)
CONSOLIDATE OFFICE STRATEGIC L&D
PLAN FOR THE LGU STRATEGIC L&D PLAN
(3 years plan)

(CHRMO L&D Division)
(8 hours)
REVIEW AND FINALIZATION OF THE LGU STRATEGIC L&D PLAN
(3 years plan)

(L&D Committee)
(4 hours)
IF DIS-APPROVED
NECESSARY REVISION
LGU STRATEGIC L&D PLAN

(CHRMO L&D Division)
(8 hours)
APPROVAL OF THE LGU STRATEGIC L&D PLAN
(3 years plan)

(City Mayor)
(30 hours)
IF APPROVED
ANNUAL L&D PLAN
CALENDAR OF ACTIVITIES
(based on the 3 years LGU Strategic Plan)

(CHRMO L&D Division)
(4 hours)
PREPARATION OF TRAINING DESIGN WITH BUDGETARY PROPOSAL
(In-house L&D intervention)

(CHRMO L&D Division)
(2 hours)
PROCUREMENT PROCESS
(Purchase Request)
(RFQ, Abstract, CBR, DV)

(In-house L&D intervention)
(CHRMO L&D Division)
(1 month)
BAC AWARD RESOLUTION
(In-house L&D intervention)

(Bida & Awards Committee)
(1 month)
COORDINATE WITH LSP, TRAINING VENUE & CATERER
(In-house L&D intervention)

(CHRMO L&D Division)
(1 week)
IMPLEMENTATION OF IN-HOUSE L&D INTERVENTION

(CHRMO L&D Division)
(depending of the # of days)