CAREER AND PERSONNEL DEVELOPMENT PLAN

Pursuant to the provisions of Section 2, Rule 8 of the Omnibus Rules Implementing

Book V of Executive Order No. 292, this Career and Personnel Development Plan is
hereby established for reference and guidance of all concerned.

I. POLICY GOALS

1. Tagum Water District values its human resources and commits to a

systematic program of career and personnel development for its
officials and employees.

2. This program shall include a variety of human resource

development interventions including participation in sports & other
physical development activities, conferences and seminars,
“exposure trips” within the Philippines and in other countries, skills
upgrading and enhancement activities and other similar activities.

3. This program also considers as a major organizational goal, the

building of a professional culture that is not only competent and
efficient but also one where there is maximum cooperation,
interaction and socialization among employees.

4. This plan also includes programs on spiritual development and

moral recovery of employees and officials, envisioning a God
fearing, responsive, and God-centered individuals having a sense
of community and shared responsibility in the context of public
service and effective governance.

5. This program shall incorporate the PRAISE as part of its

development priorities.
 II. GENERAL GUIDELINES

1. A systematic and planned career program on long term and short

term mode available to all TWD employees as maybe determined
appropriate and practicable by management.

2. Availment of the human resources development opportunities

would be based on performance, organizational need as well as
individual’s career plan.

3. Tagum Water District shall utilize a mutually agreed-upon career

plan for every employee and regular feedback from the
concerned Department Heads about said plan’s validity.

4. Promotion of employees as an integral part of one’s career

development shall be guided by the LGU’S Merit Promotion Plan.

5. Spiritual and moral development activities shall be guided by the

Tagum Water District Spiritual Development and Moral Recovery
Council.

6. Rewards and incentives for both individual and group performance

shall be guided by the PRAISE.

III. CAREER AND PERSONNEL DEVELOPMENT OPPRTUNITIES

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

b. Short-term Training Courses

within
the Philippines and Overseas on
the
following areas:

1) Human Resource HR practitioners, Administrative

Management Officers
and supervisors

Personnel from the Accounting,

2) Financial Management Budget and
Treasurer's Office including Supply
Officers
from the different offices.

Personnel from the IT Division and

3) Information Technology other
employees involved in computer
technology.

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
Conventions
offered by Professional Groups and
associations for their respective
continuing learning education
Lawyers, engineers, accountants,
doctors and
other professional groups

Members of the said

d. Locally sponsored activities and associations/groups.
seminars by the:
1. PICPA/GACPA/AGAP
2. PCPO/RCPO/POAP
3. PHILBOA
4. PHALTRA/REGATA XI
5. PICE
6. PESO
7. CTEC, etc.

e. Travel Abroad on Official Time Permanent and Casual Employees

f. Retiree's Testimonial Program and Permanent and Casual Employees

Recognition of Loyalty Awardees

Other Human Resource Development Interventions Including Socialization

In addition, other human resource development interventions shall likewise be

made available as would be warranted by individual and organizational need as
follows:

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:

A. Scholarship, Training Courses, Conference and Professional Activities

1. Scholarship for masteral program shall be made available to employees who
occupy second level positions, holds a permanent appointment and a
bachelor’s degree, at least two (2) years of continuous service in the district and
has at least Very Satisfactory performance for the last two (2) rating periods to
MC No. 20, series of 2011 and IRR that will be adopted by the PDC.
2. Study Leave maybe availed by the rank and file employees up to Department
Heads who are Bachelor’s Degree holders of which the practice of their
profession requires the passing of the Bar or a Board Examination in accordance
with MC 21,s-2004 and the IRR adopted by the Personnel Development
Committee.
3. Study Leave maybe availed by the rank and file employees up to Department
Heads who have completed all the academic requirements for a master’s
degree which requires thesis writing or comprehensive examination in
accordance with MC 21, s-2004 and the IRR adopted by the Personnel
Development Committee.
4. Locally-held term scholarships can be availed only once while training courses or
conferences can be availed as needed.
5. Short-term training courses conferences, professional activities or “exposure trips”
may be availed of even by those employees with satisfactory performance
ratings.
 B. In-house Initiated Programs
1. Attendance to the Orientation Program to be conducted by the Human
Resource Management Office shall be required for new entrants/transferee
regardless of position.
2. Other short-term courses jointly initiated by the Civil Service Commission and
other agencies like:
a. Values Orientation Workshop
b. Frontline Management Seminars
c. Team Building
d. Basic Customer Services Seminar
e. Public Service Ethic and Accountability Seminar
f. Supervisory Development Courses
g. Managing Government Organizations
h. Pre-retirement Seminar
i. Financial Intelligence Course
j. Emotional Quotient

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

1. Job Rotation shall be a management-driven rather than an

employee-driven initiation. It shall not be allowed for an employee
who simply wants to be near his/her place of residence. But rather,
job rotation shall be used as an intervention to further develop high
potential performance in preparation for higher responsibilities. It
shall further be used as a mechanism for charting an employee
career path in the organization either in line or staff positions. Only
those with very satisfactory rating shall be considered for job-
rotation for a period prescribed by the Head of the Agency but
shall not exceed twelve (12) months in any of the offices within the
organization.
2. Reassignment to any office shall form part of the incumbent’s
career path but in no case shall exceed more than one (1) year.
3. Coaching as a mechanism for developing subordinate shall be
given to average performances but with potentials through close
supervision and training.
4. Mentoring shall be utilized in dealing with high potentials in order to
stream up to a higher position much faster.
5. Counseling shall be utilized in dealing with problem employee or
potentially mal-adjusted employees owing to their perceived work-
related or personal problems.
D. Socialization/Team Building Activities
1. The Tagum Water District officials and employees shall undertake
an Officials and Employees’ sportsfest which shall be held whole
year round. Various sports activities are being undertaken both
outdoor and indoor games.
 2. Team building workshop and evaluations shall exclusively and
strictly be utilized as mechanisms for addressing urgent and real
organizational problems such as those observed from new-start up
teams and team renewal/revival needs. This shall be allowed only
once a year or as the need arises.
3. TWD Employees Fun Day and Larong Pinoy to promote Filipino
games and instill values of cooperation, teamwork, unity and
camaraderie.
4. Monthly Sponsored Mass every 1st Monday of the month to
promote the spiritual aspect of every employee including the
observance of religious culture and beliefs of employees regardless
of religion.
E. Support Mechanisms

The following support mechanisms shall be established to facilitate the

implementation of this Career and Personnel Development Plan.
1. An information system called the Personnel Management Information System
(PMIS) shall be established and maintained to support the Career and Personnel
Development Plan.
2. Specific data shall be generated and accessed from time to time to guide
management’s decision in undertaking training and development decisions as
follows:
a. Employee Profile with respect to HRD interventions availed of, its nature
and frequency.
b. Performance Track Record/Performance Ratings
c. Employee Core Competencies
d. Career Development Monitoring Index

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