COPYRIGHT © 2019 Munoz, Philippines.

All rights reserved

The Acceptability of Government Agencies on

Anonymized Competency-Based Recruitment and Selection Process

The Future of Public Administration

Rethinking Resilience, Equity, and Sustainability in the Region and Beyond

Sub-theme 1:
Social Equity and Well-Being

Analiza V. Muñoz
Philippine Civil Service Commission
anvilmun@yahoo.com

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 COPYRIGHT © 2019 Munoz, Philippines. All rights reserved

The Acceptability of Government Agencies on

Anonymized Competency-Based Recruitment and Selection Process
Analiza V. Muñoz
Philippine Civil Service Commission
anvilmun@yahoo.com, +63-9178078121

Abstract – This research introduced the process of 'Blind Hiring' into the Philippine
public sector’s recruitment process. The Civil Service Commission had incorporated
Competency-Based Recruitment into its staffing system to assess the suitability of a candidate
for a specific position in support of the constitutional mandate to observe merit and fitness in
selecting candidates for appointment in the government. The researcher introduced
Anonymized Competency-Based Recruitment and Selection Process (ACBRASP) to selected
respondent government agencies to further this mandate. This is a combination of Blind
Hiring and Competency-Based Recruitment. In this process, the demographic profile
identifying the candidates momentarily removed from their application form, examination
booklets, and behavioral interviews as well as from the appointing authority's shortlist of
candidates, and an applicant's reference code will be assigned to them to identify him/her
throughout the process. This will remove unconscious bias, negative first impression, and
promote public sector diversity by hiring them based on their skills and competencies. A
survey questionnaire is distributed to assess the respondents' acceptance of the process: first,
by personal delivery to four government agencies; and second, an online survey
questionnaire to selected government employees. The research outcome demonstrated
respondents’ acceptance of the ACBRASP in their recruitment process.

Keywords – Blind Hiring, Diversity, Sustainability, Equality, Competency, Recruitment and

Selection

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COPYRIGHT © 2019 Munoz, Philippines. All rights reserved

INTRODUCTION

In the public sector, the Human Resource Management and Development Office

(HRMDO) is directly responsible for the hiring and selection of employees who handle

public service transactions of their respective agencies, inevitably playing the major role of

determining the conduct and efficiency of their respective agencies, whereas the Civil Service

Commission (CSC), as mandated by the 1987 Constitution, is the central public service

human resources agency responsible for promulgating rules and regulations, and establishing

qualification standards that should adhere to by all government bodies, branches,

subdivisions, instrumentalities, agencies, or government-owned-and-controlled corporations

with original charters. This illustrates the CSC's significant role, which is indirectly

accountable for what kind of civil servant will serve the public (except, presidential appointee

and elected officials). This duty is illustrated in its function of policymaking, rules and

regulation and its authority to validate/approve or invalidate/disapprove appointments in the

bureaucracy with its adjudicative function in handling administrative cases.

While recruitment and selection is the responsibility of the HRMDO, the CSC Field

Office reviews, approves and validates the appointment of their employees. As such, the

HRMDO must evaluate applicants based on the minimum qualification standards provided

and approved for each position by the CSC. The 2017 Omnibus Rules on Appointments and

Other Human Resource Actions (ORAOHRA) provides the public sector with a consolidation

of regulations, guidelines, and standards on civil service appointments, and other human

resource actions.

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 In September 2011, in collaboration with the Philippine-Australian Human Resources

and Organizational Development Facility (PAHRODF), the CSC developed and

institutionalized the Competency-Based Human Resources System, an effort that promotes

inclusion of abilities during the recruitment process and qualifications evaluation.

Competency-based recruitment is an impartial technique that focuses on the applicants’

representations of capabilities that could be applied as indicators of knowledge and skills

required for the position. These representations are indicated in their application forms and

structured examinations, with their responses discussed and validated in their behavioral

interview. This approach, however, uses a traditional filling of Personal Data Sheets (PDS),

where candidates are required to provide their detailed demographic information and attach

their latest pictures.

Based on studies, literature, and publications, providing personal information such as

name, residence, age, sex, alma mater, and religion is susceptible to bias and discrimination

in the recruitment and selection system. There are some recruitment concerns in the public

sector lodged with the CSC by applicants claiming that they were victims of bias and

prejudice, either by the HR staff or by the appointing authority. Accordingly, traditional

recruitment may allow HR employees and recruiting directors to favor a candidate over

another through personal favor, influence, subjective judgment or unconscious preference.

With this practice, an organization may fail to employ and/or maintain a workforce that can

genuinely contribute to highly effective and efficient organizational performance due to

prejudice, physical appearance, impression, and religion.

To facilitate equal opportunities, the researcher would like to address this practice by

introducing ‘Blind Hiring’, a merit-only system where identifiable information is temporarily

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removed during the recruitment and selection process. It promotes sustainability in the hiring

and selection system, gives neutral value to candidates' skills and competencies, and provides

protection against bias and discrimination.

Instead of using the word 'blind', the researcher uses 'anonymized' to avoid confusion

about the term and its execution, especially as 'blind' connotes people who have lost their

eyesight.

The proposed Anonymized Competency-Based Recruitment and Selection Process

(ACBRASP) involves temporarily separating the personally identifiable information of the

applicants such as name, sex, age, race, religion, civil status, birthdate, and alma mater, as

well as the applicant's photograph, in their application forms and assigning them with an

Applicant’s Reference Tracking System (ARTS) codes to establish their identities during the

process. The researcher believes that ACBRASP will decrease unconscious bias and promote

diversity in the public sector.

The acceptance of this process is the future of human resources administration,

encouraging civil servants to be satisfied with the position they are appointed to, since they

are employed based on their competencies, leaving behind the doubts that employees are

hired because of their familiarity, influence, and preference. This method will help the public

sector to discover great talents, to recruit skilled people and to discover future leaders.

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OBJECTIVES OF THE STUDY

To determine the acceptability of government agencies of the Anonymized

Competency-Based Recruitment and Selection Process (ACBRASP) in their recruitment

process.

To provide sustainable practice that fosters equal opportunities for all

applicants/candidates, regardless of their demographic profile. This new process will

encourage impartiality and enhance service quality, as the applicants/candidates will be

appointed in the government service based on their abilities, expertise, and competencies.

THEORETICAL FRAMEWORK

Anonymized Recruitment/Hiring

As recruitment is performed by people, it is difficult to avoid subjectivity in

assessment and selection. While not all subjectivity is a negative decision, it can still lead to

personal stereotypes that may stop the organization from making a sound judgment (Parr,

2016). Anonymized hiring promotes transparency-based job selection and the assessment of

the applicant’s qualification is focus on their skills, abilities and potential that they can

provide to the organization regardless of their personal data (Marsh, 2018). This will enable

the public sector to create a more diverse, fair and inclusive environment that best reflects the

society they serve as examples for best practices.

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Figure 1. Human Talent Management and Value Creation

Figure 1 shows the objective of Talent Management by identifying key roles that are

highly essential and provide significant impact for organizational competitiveness by creating

and generating a team of highly-potential employees to accomplish tasks as a result of an

effective HR system that defines, prepare and develop significant roles (Ganaie, et al, 2017).

The systematic selection of important roles contributes positively to the sustainable economic

advantage of the organization, the creation of a range of skilled applicants and highly

efficient incumbents to fulfill these duties, and the inclusion of a competitive human resource

system to enable skilled applicants to perform these duties and ensure a comfortable and safe

environment.

The Competency Focus was illustrated in Figure 1 in line with the corporate strategy

technique, streamlining observable competencies, knowledge, ability, behavioral and action

evaluation to identify the appropriate human capital for the current and future demands of the

organization. In Talent Pooling, it connects top-potential and highly efficient workers

subjected to standard qualifications for the current or potential key positions of the

organization. To revitalize the workforce's action and commitment to attain maximum

productivity, the organization should engage in long-term Talent Investment acquisition,

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exposing employees to skill innovation and advance technologies that will lead to quality

excellence as well as opportunities to demonstrate their skills and abilities. Finally, Talent

Orientation is the worker and organization's practice of exchanging experiences, enhancing

personnel understanding, and harnessing expertise by establishing relationships and

accountability for the efficient setting of learning and development towards merit or value

creation.

The alignment of all these four aspects of human talent will lead to Value Creation

that allows the organization to focus on the skills, expertise, and competencies of its present

staff and potential workforce. As the ACBRASP suggests to concentrate on candidates'

ability to perform for a particular position, whether these applicants/candidates belong to

external or internal sources, the organization can tailor a long-term commitment to job

satisfaction, foster a feeling of accountability and facilitate employee engagement.

Competency-Based Framework

Figure 2. Competency-Based Recruitment and Qualification Standards (CBRQS)

Figure 2 shows that apart from the current CSC recruitment process requiring a

candidate to meet the minimum qualification standards for education, eligibility, training and

experience, CBRQS was integrated in the evaluation of the relevant skills necessary in a

particular position in the recruitment process, intended to enhance effectiveness in evaluating

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competencies of the applicants/candidates for a specific role (Civil Service Commission,

2014). With this strategy, the CSC acknowledges that recruiting and retaining the best staff

will lay the foundation for top-performing, skilled and reliable civil servants.

The present Competency-Based Recruitment Process is incorporated into the

candidate/applicant's qualifying examination and behavioral interview. In the qualifying

exam, situational issues are asked to discover if the applicant has the required skills and

abilities for the position he/she is applying for. This process decreases staffing errors during

the behavioral interview as it enables panelists to streamline the process and determine the

fitness of the interviewees to the position.

CONCEPTUAL FRAMEWORK

Figure 1. Conceptual Framework of the study

Feedback

The purpose of this research is to determine the acceptability of ACBRASP by the

government agencies in their recruitment process.

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 The researcher identifies phases in the conduct of ACBRASP, namely; (1) filing the

application form; (2) qualifying examination; (3) behavioral interview; and (4) selection by

the appointing authority.

The researchers designed survey questionnaires to determine whether government

agencies are willing to accept the integration of ACBRASP into their recruiting system.

There are two sources of respondents: one, actual distribution of survey questionnaire to four

(4) government agencies situated in Quezon City, and the other, by electronic mail to selected

government officials and employees. The data collected in the survey questionnaires were

quantified and analyzed using the four-point Likert Scale.

STATEMENT OF THE PROBLEM

This study is conducted to determine the acceptability of government agencies on

ACBRASP during the:

1. Filing of application form

2. Qualifying Examination

3. Behavioral Interview

4. Selection by the appointing authority

SCOPE AND LIMITATIONS OF THE STUDY

This study aims to determine the acceptability of government agencies on ACBRASP

in their recruitment process. Hence, the researcher will not discuss extensively the CSC’s

Competency-Based Recruitment and its comprehensive data processes.

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 This research should not be considered a thorough determination of the acceptability

of ACBRASP by government agencies in their recruitment process, as the study was limited

only to four government agencies, namely: the Quezon City Local Government Unit, Higher

Education Commission, Human Rights Commission, Philippine Institute of Volcanology and

Seismology and selected government officials and employees.

The current study was performed in the first semester of 2019. Any modifications in

the Competency-Based Recruitment outside the said period were not discussed in this study.

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 REVIEW OF RELATED LITERATURE AND STUDIES

The Civil Service Commission Competency-Based Recruitment

PAHRODF and CSC (2013) define “competencies” as the most significant skills,

abilities, and behavior that add to employee’s efficiency, outlined by observable indicators in

behavioral aspects. The CSC Competency-Based Recruitment focuses on identifying

applicants who can show behaviorally specified skills and abilities conveyed by the

candidate's previous accomplishments and experiences. Adopting the Competency-Based

Hiring model requires a front-end commitment of practice and focus, but this impartiality is

worth the time and effort because it allows the organization to create a more suitable hiring

structure. After hiring has been accomplished, essential abilities demonstrate to assist set

targets and placing present employees for training, pursue career development paths and

make appropriate decisions on future opportunities and offers. These features contribute to

increasing employee engagement and retention, the two central elements of an effective

organization.

While the Competency-Based Recruitment process provides a profound strategy, it is

implemented during the exam and interview stage. Pre- and post-stage procedures stay prone

to discrimination and biased behavior. The Competency-Based Recruitment Guidebook

(2014) reveals that combined knowledge, expertise, and behavior are connected to the

exceptional job results that produce brand image and best practices. It provides a practice

standard that highlights the competencies that can be identified, assessed and enhanced when

developing the Competency-Based Framework in a given position. The Competency

Development Manual (2011-12) contains four kinds of competencies, namely:

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1) Core Competencies – skills that will bring exceptional value to the organization.

2) Organizational Competencies – abilities that the organization needs to have to

accomplish its objectives.

3) Leadership Competencies – capabilities required to perform organizational functions

and procedures anticipated in management roles.

4) Technical/Functional Competencies – specific knowledge, skills, and expertise needed

to conduct a clearly specified service or work function, particularly the skills needed

within a functional group.

Research has shown that focusing on the competencies of an applicant is rational and

fair. The skills evaluation system creates a consistent benchmark of whether a person is

suitable for a specific position. Emphasizing on knowing more about the candidates'

characteristics, their abilities, and their practical expertise is the foundation of Competency-

Based Recruitment.

THE BLIND HIRING

In the 1950s, most orchestras favor white men as performers, which led the Boston

Symphony Orchestra in 1952 to introduce blind recruitment to give women performers more

chances (Miller, 2016). In the 1970s, Toronto Symphony Orchestra conductors used blind

auditions to hire their orchestra's best artists. This recruitment strategy has been modified by

placing a panel cover in-front of the officers who will select the applicants and give their

assessment by listening to their song. Further, the National Bureau for Economic Research

(Marsh, 2018) conducted a study on various orchestra organizations that used blind auditions.

It has been discovered that women artists are more likely to be selected in these

organizations.

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 Feldmann (2018) noted in his Forbes article that Silicon Valley businessman Kedar

Iyer invented GapJumpers software to implement the blind hiring process. Accordingly,

groups of talented programmers who filed their application forms were ignored by hiring

managers because they were not graduates from top universities. Hence, Iyer designed

software to conceal the identities and personal information of applicants/candidates from

employers during the primary hiring phase. Since then, companies who use GapJumpers,

compared to conventional resume screening has increased the probability of first-round work

interviews with minority and female candidates by about 40 %.

COUNTRIES AND ORGANIZATIONS USING BLIND HIRING

United Kingdom

Manzoni (2015), United Kingdom’s Civil Service Chief Executive and the Permanent

Secretary for the Cabinet Office, is very vocal about championing civil service inclusiveness.

He presented the 'name-blind' recruitment in the UK’s Civil Service. During hiring,

immaterial and irrelevant information with past achievements or behavior such as one's name,

citizenship or ethnic or residential location is excluded.

South Korea

In his paper "Blind Recruitment of Korea's Executive Office Hires Women for All

Position", Moon-hee (2017) discussed the implementation of the first blind hiring in South

Korea President Blue House on 13 December 2017. Women applicants were hired for all six

available positions: one Employment Statistics Specialist, Translation/Interpretation

Specialist, two Cultural Commentators, a Video Specialist, and a Photo Editor. Secretary-

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General Lee Jung-do commented that blind recruitment allowed employment of qualified

females, who were otherwise deprived of a chance in conventional recruitment.

Canada

The Public Service Commission performed a Name-Blind Recruitment (NBR) sample

survey to verify whether the disclosure of personal information (NBR assessment method) in

applications affects managerial decisions compared to the Traditional Assessment Method.

When comparing NBR results across the marginal category, findings show that while there is

no real advantage or loss for minority groups with the NBR evaluation technique, NBR

significantly reduces the screening rate for all other applicants. Findings also show that

candidates with skills in the Federal Public Service have greater ratings than candidates with

nothing and this result occurs in the evaluation method for both minorities and all other

applicants (Anonymized Recruitment Pilot Project-Final Report, 2018).

In the article "Who, What, Why: What is Name-Blind Recruitment?" published in the

BBC News Magazine (2015), call-back testing was held and discovered that French

applicants with foreign-sounding names were less likely to receive a call. The fake

application had been forwarded to various companies by Stanford University and the Paris

School of Economics researchers, indicating that the six applications had the same working

experience; the only difference between the application forms was their names. As a result,

the two French-sounding names received 70% more call-backs than the other names.

Anonymous Resume or Application Form

In some cases, only the preliminary recruitment phase becomes anonymous. In this

process, the applicants submit their application form that does not disclose personal

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information to minimize discriminatory barriers to hiring. The pressing question is whether

the blind resume proposing employee inclusion should also be taken into consideration when

evaluating the capacity of candidates in all public positions from the lowest to the

management position (Behaghel et al., 2014).

Hiding demographic information in the application form or PDS streamlined the task of

the recruiting executives and HR staff in the conduct of appropriate review and assessment of

a candidate's skills, knowledge, and qualifications for a position and reduce the possibility of

unconscious bias in choosing the appropriate applicant to move on the next phase of

assessment. This bias appears to be irrational and unreasonable as much of the private

information revealed is irrelevant to the skills and competencies needed in the position.

Studies found indications of racial and sex inequality during assessment of application

of white-sounding names, 75% had more chances to receive interview schedule than the same

work applications with Asian names; white-sounding names on application form are 50%

more likely to receive an interview schedule than the same job application with black-

sounding names; and, job applications with male names are 40% more likely to receive an

interview schedule than identical job applications with female names (Min, 2017). It may be

unusual for the HR specialist not to appreciate the applicant's looks or their demographic data

before he/she decides to have him/her for the examination stage. The challenge of using blind

applications correctly is to overcome the set of preferences on the applicant's "face value" or

first impression.

Each organization is different, each one will have to identify exactly how the blind

hiring system fits its hiring practices. This may include removing the name, age, residence,

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academic institutions, birthdate, sex, religion, and nationality. Organizations may want to

temporarily conceal all private information of the person or hide only the information

necessary to prevent the elements/indicators of bias. Some organizations use sophisticated

technology such as Reference IT System (RITS) that can automatically conceal personal

details from recruiting specialist or executives, while others assign someone to do it

manually, who is not connected with the HR.

Blind hiring systems have been implemented by companies such as Deloitte, Ernst &

Young, Victoria Police, and Westpac Bank to help eliminate discrimination and boost

integration. Just as the television talent shows “The Voice” in a critique of the strict age

limits and biases established by its predecessor American Idol, believe that one cannot

discriminate based on standards that one does not understand (Feldman, 2018).

Anonymous Examination Sheet

Blind recruitment can increase the workforce's inclusiveness, but it is not as easy as

blacking out certain details on a job application. While anonymizing job applications is an

element of it, actual blind recruitment also prevents the same data from standard tests,

psychological tests and other tools that applicants may need to finish when applying (Reid,

2019). The applicants are provided with a reference code that he/she will write to identify

him/her in the answer sheet and record the test outcome. An easy way to blind pre-hire

exams is to provide anonymous applicant IDs while the exam has been scored and remain

"blind" to whomever the applicant is (Min, 2017).

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Anonymous Behavioural Interview

The interview questions are based on the results of the candidate’s written examination,

then shortlist the applicant’s pool by identifying the leading candidates for a personal

interview. In a behavioral interview, candidates are asked questions about their past

experiences, focusing on the skills and experiences needed for the vacant position and

avoiding inappropriate or irrelevant questions. The candidate should appear for screening

during the interview, but he/she is placed where the interviewers do not see him/her

physically. All candidates scheduled for an interview are to be placed in one place, and when

their applicant's reference number is called, he/she proceed to the designated area. To confirm

his/her presence, he/she will put his/her thumb mark in the applicant’s reference code

assigned to him/her.

In her blog article "Blind Hiring: A How-To Guide to Reduce Bias & Increase

Diversity," Min (2017) stated that blind interviewing strategies include an anonymous

interview or an anonymous online chat interview. However, it is almost difficult to

anonymize a candidate on the mobile device during a video interview screening, or in person,

except if the HR uses a physical wall or screen divider between the interviewer and the

candidate. Min mentioned that HR needs to understand how important personal interviews

are in a specific position, especially in roles involving a range of electronic interactions on-

the-phone and in-person, such as sales or customer service.

Promotion and Selection Board (PSB) evaluation

The PSB shall be primarily responsible for the careful and impartial selection of

candidates for appointment in the agency following the approved Agency Merit Selection

Plan and shall submit to the appointing officer/authority the top five candidates considered

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most competent for appointment to the vacant position (Section 85, 2017 ORAOHRA). To

incorporate both blind hiring and competency-based recruitment processes into the PSB

evaluation, parameters for evaluating the qualifications, abilities, and competencies of

candidates are created, maintaining anonymous evaluation and record scores based on the

Applicant’s Reference Tracking System (ARTS) code sheet.

Appointing Authority

In the exercise of the discretionary power of the appointing authority, he/she shall be

guided by the PSB candidates' evaluation summary and, in the practice of sound discretion,

shall select, as far as practicable, from among the top five applicants or less, considered to be

the most competent candidate for appointment who may fill the vacancy (Section 86, 2017

ORAHRA) or may appoint a candidate with the highest ranking on the basis of a

qualification comparative ranking or proof of competence (Section 87, 2017 ORAHRA).

The appointing authority has the liberty of choice to exercise freely his discretion,

following his/her judgment, on whomever he/she believes is suitable among the selected

shortlisted candidates without reference to their demographic information. The final selection

of the appointing authority should be respected and left untouched (Philippine Supreme Court

Associate Justice Nocon, 1992) except where such choice violates the CSC Rules and

Regulations and other Philippine laws.

In his ruling, Supreme Court Associate Justice Isagani A. Cruz (1986) discussed that

appointment is an essentially discretionary power and must be exercised by the official with

whom the law confers its authority. The only requirement for the appointee is to possess the

qualifications required by law or by the CSC for a specific position. Thus, the appointment

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should not be questioned on the assumption that there are more skilled applicants to be

appointed; it is a political aspect that can only be decided by the appointing authority based

on its knowledge. The proposed process will not remove this jurisdiction from the appointing

authority but will assist him/her in making a sound decision.

The Concept of Anonymized Competency-Based Recruitment and Selection Process

Implicit bias is the main dilemma that infects organizations across all sectors,

preventing inclusiveness and deterring employees' innovation and efficiency that could

stimulate organizational excellence. The current hiring process is susceptible to manipulation

and prejudice as the initial phase of the assessment is performed by the HR expert, whose

assessment is unchallenged and has the authority to identify the applicants who will advance

to the next level/phase.

In the behavioral interview, the researcher believes that there are parameters to observe,

but this process is still prone to bias, as the interviewer rates based on his/her judgment on the

answers of the candidates that could be influenced by their subconscious bias/preference or

preconception. Questions may be asked based on competency requirements, but the way of

questioning may vary or be influenced by various considerations relevant or linked to the

interviewer and interviewee. Research has found that officers of an organization often prefer

candidates with a pleasant face or from an alma mater. This practice, apart from being

unreasonable, can influence diversity and discard all those creative minds that can contribute

merit to the behavioral success of the organization.

The combination of Blind Hiring and Competency-Based Recruitment promotes the

mandate enshrined in the 1987 Constitution, that appointment’s in the government service

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should be centered on merit and fitness. For these reasons, the researcher aims to introduce a

new recruitment and selection process in the public sector called the “Anonymized

Competency-Based Recruitment and Selection Process” or ACBRASP. This process

temporarily removes data such as name, sex, age, address, alma mater, picture and other

identification/information that can demonstrate the applicant's financial position, sexual

orientation or socio-economic status.

METHODOLOGY

Method of Research

The Descriptive Method was used to evaluate the acceptability of government agencies

and their employees to integrate ACBRASP in their recruitment process, in (1) filing of

application form; (2) examination; (3) behavioural interview; (4) evaluation by the Promotion

and Selection Board; and (5) Selection by the Appointing Authority.

This research provides a numerical formulation based on a quantitative approach.

Survey questionnaires were distributed to respondents individually and by electronic

message. The results of the responses were collected and tallied.

Population, Sample Size, and Sampling Technique

The researcher has two sources of respondents: (1) official and employees of Local

Government Unit of Quezon City, Commission on Higher Education, Commission on Human

Rights, and the Philippine Institute of Volcanology and Seismology; and (2) online survey

questionnaire on selected government employees. The complete number of respondents who

participated is 185.

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Description of the Respondents

The age, sex, and status of appointments of the respondents are presented in Table 1-3.

Table 1 shows the frequency and percentage distribution of respondents according to

age. Most respondents are aged between 37-46, with 33.51% of the 100% population of

respondents, while 3.79% belong to the 57 and above year age group.

Table 2 shows the frequency and percentage distribution of respondents by sex,

showing that 66.48% or a total of 123 respondents belong to the Female group category and

33.52% or a total of 62 are Males.

Table 3 indicates the frequency and percentage of the status of the appointment of

respondents. Most of the respondents were appointment under permanent status having a total

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of 132 or 71.35% of the 185 total respondents and followed by a total of 41 or 22.16% of the

respondents holding contractual status.

Research Instrument

The survey questionnaire was used as the main tool to collect data. The researcher

classified her questionnaire based on the following categories:

1. Acceptability of Human Resource Personnel on the Anonymized Competency-Based

Recruitment;

2. Acceptability of Official and Employees on the Anonymized Competency-Based

Recruitment;

3. Acceptability of Official and Employees on the Anonymized Competency-Based

Recruitment during:

a) Filing of Application Form

b) Examination

c) Behavioural Interview

d) Selection by the Appointing Authority

The Four-Point Likert scale ranging from one (1) as the highest value with a "Strongly

Agree" qualitative meaning to four (4) as the lowest value with a "Strongly Disagree"

qualitative meaning, to determine the acceptability of the government agencies on

ACBRASP.

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Statistical Treatment of Data

The researcher used the following statistical tools to treat the collected data:

1. Frequency Count and Percentage – To describe the respondents' answers, the researcher

tabulated the responses of the respondents and calculated their frequency and percentage.

Formula:

Where:
P = percentage
f = frequency
N = total number of respondents

2. Mean – or average is computed by totaling the scores and dividing the total by the sum of

scores. In this research, the mean was used to determine the acceptability of the government

agencies in the ACBRASP.

Formula: μ = (Σ Xi) / N

The symbol ‘μ’ represents the population mean. The symbol ‘Σ Xi’ represents the

sum of all scores present in the population X1 X2 X3 and so on. The symbol ‘N’ represents

the total number of respondents in the study.

For each survey question, Four-Point Likert Scale was used to interpret all

respondents' total responses.

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 RESULTS AND FINDINGS

The statistical assessment on the acceptability of respondent HR employees to

ACBRASP is shown in Table 5. The statements in item nos. 1, 2, 3, 4, 5, 6, 7, 8, 9 and 10

illustrate that most respondents answer "Agree" believing that ACBRASP will ensure a fair

assessment of applicant’s qualification by removing their demographic profile and

photographs, hence, would help HR employees in selecting the finest candidate for work.

Item nos. 11 and 12 obtained a verbal interpretation of "Disagree" showing that respondents

do not agree that candidates' personal data and photographs/pictures are essential in assessing

the applicant's qualification.

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 In short, the majority of HR respondents believe that adopting the ACBRASP in their

hiring process will ensure that the applicant is evaluated on merit or qualification and not on

his/her personal data. They also consider that this process will help them identify the best

candidate for the position.

On the foregoing, the overall assessment of the acceptability of the HRMDO to

integrate ACBRASP in their hiring process obtained an "Agree" result with a weighted

average of 2.03.

Table 6 shows the acceptability of the respondents on the ACBRASP. The result

indicates that the respondents are interested in accepting the process with a weighted mean of

1.75 with a verbal interpretation of "Agree". The belief that this process is reasonable and

will assist employees to increase their morale obtained a weighted mean of 1.76 with a verbal

interpretation of "Agree", well-being and confidence as they are hired on the grounds of their

skills having received a weighted mean of 1.79 with a verbal interpretation of "Agree". The

26
respondents affirmed that this new process will provide more opportunities and chances for

low-profile and minority candidates to be considered in a position, as the application process

ensures fair opportunities and a sustainable, effective public sector's recruitment system,

receiving a weighted mean of 1.82 with a verbal interpretation of “Agree".

Based on the above, the overall assessment of the respondent’s acceptance on the

ACBRASP obtained an "Agree" result with a weighted average of 1.79.

Table 7 shows the statistical result on the acceptability of the respondents on the

ACBRASP during the filing of Application Form. The respondents agreed that demographic

information such as name, age, civil status, sex (gender), religion, school attended and date of

birth should not be included in the application form having obtained a weighted mean of 1.99

with a verbal interpretation of "Agree". They also agree that demographic profiles affect the

HR assessment when considering the applicant's qualification, receiving a weighted mean of

2.05 with a verbal interpretation "Agree".

27
 In item nos. 1, 4, 5, and 6 show a verbal interpretation of "Agree" stating that the

demographic profile and photograph of the candidates may create bias and discrimination as

it affects the assessment of HR staff. The respondents expressed their disagreement in items

Nos. 2, 3, 7 and 8, having obtained a verbal interpretation of "disagree" on the statement that

demographic information and photographs are essential in assessing candidates'

qualifications. Thus, a verbal interpretation of "Agree" with a weighted mean of 2.38 is

provided to the overall evaluation of respondents' acceptance to anonymize the application

form.

Table 8 offers statistical results on respondents' acceptance of ACBRASP during the

examination. Items nos. 2 and 3 received a verbal interpretation of "Agree", that the answer

sheet should not contain instructions to write the applicant's demographic information during

the examination, but should be substituted by the applicant's reference code. Items Nos 1, 4

and 5 had obtained a verbal interpretation of "Disagree" on claims that providing

demographic data and attaching the applicant's picture to the answer sheet is essential and

will allow him/her to progress into the next stage of the recruitment and selection process.

28
 The overall evaluation provides a verbal interpretation "Disagree" with a weighted

mean of 2.55 on the statement that the applicant's demographic information and photograph

should be included in the answer sheet. The findings indicate that the respondents believe that

the answer sheet should be anonymized.

Table 9 gives the results of the acceptance of respondents to anonymize the

behavioral interview. A verbal interpretation "Agree" was obtained in item nos.1, 3, 4, 5 and

7. While most respondents find it crucial to have a face-to-face conversation, they also think

that such communication can lead to bias and discrimination as it will affect the view of the

interviewer in assessing the applicant's reaction owing to familiarity or personal bias. Items

Nos. 2, 6 and 8 got a verbal interpretation "Disagree", the respondents did not agree that the

candidates' demographic data were essential for the interview, but they admitted that they did

not experience being selected for their position because of their physical appearance and

demographic data.

29
 The overall result received a verbal interpretation of “Agree” with a weighted mean of

2.35. Although respondents consider that the interviewer should be made familiar with

demographic information, such as name, age, status, sex and religion, the school name and

date of birth, they also consider that such information is not essential when assessing the

applicant's response during the interview. Some respondents argued that disclosing this

information would lead to prejudice and discrimination on the premises of the applicant's

personal bias or familiarity.

Table 10 indicates the findings of the respondents' acceptability to anonymize the

shortlist presented for selection by the appointing authority. The verbal interpretation of

"Agree" was described in items nos. 2, 3, and 6, which indicated that the respondents

considered that the applicant's demographic profile and photograph/picture could affect the

decision of the appointing authority to appoint the candidate for the position, taking into

account probable personal preference and prejudice. Therefore, in items nos. 1, 4, 5 and 7, a

verbal interpretation of "Disagree" indicates that respondents do not agree to disclose

30
demographic information such as name, age, sex, ethnicity, religion, school name and place

of birth of the individual to the appointing authority, nor do they believe that such data and

pictures are crucial for assessing the qualification of the applicant.

The overall result received a verbal interpretation of “Agree” with a weighted mean of

2.42. The respondents believe that the demographic profile and photograph of the candidate

should not be disclosed to the appointing authority as it may influence or affect his/her

decision to appoint the candidate for the position. Such a revelation is a feasible source of

favoritism, prejudice, and discrimination.

CONCLUSION AND RECOMMENDATION

Conclusion

Employment in the public sector should be based on an individual’s experience,

education, training, eligibility, and competency. Demographic information must not be taken

as a condition of the above requirements.

During qualification assessments, unconscious bias and discrimination usually happen

as early as the application form is submitted. HR employees assessing applicants' skills are

susceptible to stereotyping, prejudice, bias, discrimination, and favoritism attributed to

familiarity or even personal subjectivity.

If ACBRASP is incorporated into the recruitment process, the flawed character of the

subjective decision, which interferes in the recruitment of the best candidates, will be

removed from this initiative. This improves employment impartiality and workplace

31
integration which can be tracked and monitored through the metrics or standards identified by

the HR Department.

The researcher would like to emphasize that each organization is autonomous;

therefore, certain positions require a demographic profile and a picture. Each organization

must, therefore, assess its individual needs and identify precisely the position that ACBRASP

should apply.

Results indicate that the respondent government officials and employees have shown

their interest in embracing the ACBRASP, which they believe will result in better neutrality

in the selection of prospective employees. The HR respondents also expressed their

confidence that ACBRASP guarantees equal opportunities for minorities because the

candidates' credentials are assessed based on 100% merit rather than personal information.

Therefore, it ensures a fair evaluation. ACBRASP promotes equality and sustainability in the

recruitment process, ensuring that the rights of government employees are protected by

employing and promoting them based on their skills, knowledge, and experience that would

lead to progressive organizational performance.

The overall outcomes of this study show almost 100% of the respondent's acceptability

or 'Agree' to adopt and incorporate ACBRASP starting with the application form, in the

conduct of the examination, in the behavioral interview and the selection of the appointing

authority. This approach will strengthen recruitment objectivity, leading to greater inclusivity

that benefits both the organization and its workforce.

32
 Respondents believe that in determining the applicant's qualifications, the

demographic information and photographs are immaterial. The applicant reference tracking

system (ARTS) code should, therefore, be issued to all applicants/candidates to identify them

in the process and to properly place/record their scores in the summary form submitted to the

appointing authority.

The competency-based approach should be clearly defined and integrated into the

ACBRASP interview process. Before the interview, the HR staff should prepare standardized

questions to unlock the applicant's skills and competencies and to find out whether the

applicant has the potential to succeed. The answers of the applicant would be assessed based

on the responses to these standardized questions by defining the unpleasant and inappropriate

answers which simultaneously be dropped and which could be included in the shortlist

(Boyce Recruitment, 2019).

While the appointing power has the discretionary authority to appoint, this authority is

retained differently in ACBRASP. Respondents of this study prefer to submit an anonymous

list of candidates behind the ARTS code; the appointing authority may still exercise its

discretion to appoint but without regard to the demographic data of the candidates.

The researcher has acknowledged that ACBRASP is a more expensive and lengthy

procedure; however, it will ensure that the best-qualified applicant is recruited based on

qualifications, skills, and competencies, thus reducing the practice of recruiting incompetent

candidates. It is more damaging to employ the undeserving applicant than to adopt

ACBRASP as the HR department will either repeat or re-do the recruitment process or invest

a lot in the training of the undeserving new hire.

33
Recommendation

In the earlier discussion and review of the related literature, the researcher

recommends a pilot test of ACBRASP in the public sector for skilled positions and directors.

Most respondents are willing to accept ACBRASP and believe that it will remove the

undesirable recruitment dilemmas of minority groups and other marginalized individuals.

ACBRASP can be adopted by the CSC to recruit top-qualified applicants to provide

reliable, efficient and effective public service for its core goal of Gawing Lingkod Bayani ang

Bawat Kawani (To make every civil servant a servant hero). The demographic profile or

information in the application form (Appendix 1), the examination form (Appendix 2), the

behavioral interview and the shortlist submitted for selection and appointment by the

appointing authority (Appendix 4) are anonymized or removed momentarily. The PDS shall

be submitted and placed in a sealed envelope for the manual implementation of ACBRASP

with the signature of both the HR specialists and the applicant, with assigned random ARTS

code.

The information to be temporarily removed in the recruitment process are the name,

age, sex, school attended, birth and place of birth, civil status, family background, and

citizenship, which lead to unconscious bias, favoritism, preference, and discrimination.

The researcher acknowledges that ACBRASP does not apply to all government

positions, depending on the nature of its service/operation. The following should be

considered before adopting this new process:

1. The ACBRASP is an approach that requires customization for each organization and

that there is no one-size-capture-all rubric to observe. The organization should decide

34
 the parameters of its application and the objectives to be adopted for the filtering of

applicants with the greatest potential and value for the organization.

2. The organization should identify positions that require skills/competency in the

discharge of their duties. Not all positions, particularly positions such as drivers, civil

security personnel, secretaries and front-line services, should be subjected to

ACBRASP. The HRMDO must define and categorize these positions based on their

duties.

5. It is necessary to determine the identifiable information which can be omitted from

the assessment of applications, examination, interview, and selection of candidates.

This may include name, sex, address, university attended, civil status, and other

identifiable demographic information.

6. Organizations must formulate procedures to facilitate the transition from traditional

recruitment to ACBRASP. A pilot test of two/three positions at the first level and at

least four positions at the second level is suggested.

7. Use an employee monitoring reference protocol (EMReP) to shield the personal

details of applicants from the recruiting team or appoint someone not involved in the

hiring process to digitize candidates' records or create an internet application that will

automatically generate ARTS code and hide private data. It is still required to submit

the standard PDS form but will be enclosed in a brown envelope and sealed with the

signature of the applicant and the placing of the ARTS code in a closed envelope

along with the anonymized application form.

8. Teach staff, particularly managers and supervisors that their unconscious bias and

prejudicial behavior should be acknowledged and overcome as it is a natural human

instinct. Therefore, awareness is essential for managers and workers to eliminate it.

35
9. The results of the ACBRASP pilot test should be recorded in the metrics for the

comparative assessment of statistical data from the screening, testing, interviewing,

shortlisting, selection, appointment and retention of staff before and after the pilot

test.

10. An internet software/application may also be generated by the Agency on their

website, where candidates can encode all information required under PDS, but

automatically hide the demographic profile of the applicant during the recruitment

process. All results are uploaded to the assigned ARTS code, no skipping phases are

allowed, results are uploaded for different phases, and the system will not continue

until the final phase, which is the appointing authority, has been completed. Pressing

the "complete" key will immediately print the PDS with the picture of the applicant

plus the results of the different phases.

Applicants/candidates may, inadvertently, disclose their identity to hiring staff or

executives, such as sending an email or phone call during follow-ups on the status of their

application. Instructions should, therefore, be given regarding follow-ups or how to contact

them for the next recruitment phase/stage.

The CSC may review and consider the adoption of ACBRASP as a means of ensuring

fairness in the public sector's recruitment process, which has shown that respondent

government agencies, officials and employees accept and willing to embrace ACBRASP in

their recruitment system. By embracing this strategy, the researcher believes it can boost the

morale and values of the workforce and improve the performance because employees know

they have been hired based on what they can contribute to corporate success, which can lead

to strong employee engagement.

36
 ACBRASP focuses on determining the effectiveness and efficiency of the applicant

by meticulously assessing their skills and competencies through work exhibits or

assessments. A reliable recruitment process is to gather this kind of valuable data in different

phases and forms. While it is strategically difficult to prevent the collection of personally

identifiable information, the proper use of this process will ensure the productivity of the

organization. ACBRASP would limit the use of referrals, which has a robust impact on hiring

while fostering inclusion, equality, and fairness in the public sector recruitment process.

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 Appendix 1
Anonymized Competency-Based Application Form

42
 Appendix 2
Competency Sheet

WORK EXPERIENCE SHEET

Ins tructions :
1. Include only the work experiences relevant to the position being applied to.
2. The duration should include start and finish dates, if known, month in abbreviated form, if known, and
year in full. For the current position, use the word Present, e.g., 1998-Present. Work experience should
be listed from most recent first.
POSITION APPLIED FOR: _____________________________________________________________________

Duration: February
_______________________________________
11, 2011 – present
Position: Human
_______________________________________
Resource Management Officer III

A. List of Accomplishments and Contributions (if any)

B. Summary of Actual Duties

C. Projects
Nature of Participation and
Name/Title of Project Nature of the Project Your Duties Inclusive Date/s

D. Designation
Period
Office Order Position designated Duites and Responsibilities
To From

Duration: February
_______________________________________
11, 2011 – present
Position: Human
_______________________________________
Resource Management Officer III

A. List of Accomplishments and Contributions (if any)

B. Summary of Actual Duties

C. Projects
Name/Title of Project Nature of the Project Nature of Participation and Inclusive Date/s

D. Designation
Period
Office Order Position designated Duites and Responsibilities
To From

Date: ___________________

HR Specialist:_______________
Applicant's Thumbmark

43
 Appendix 3
Anonymized Examination Sheet

44
 Appendix 4
Selection Form of the Appointing Authority

CSC SLCA Form No._____

Short-list: Candidates for Appointment
Rank 1 Rank 2 Rank 3
Applicant's Reference Code No. Applicant's Reference Code No. Applicant's Reference Code No.
Position Applied for Position Applied for Position Applied for

Scores
Cognitive Examination
Behavioral Interview
Education
Experiences
Training
Eligibility
Competencies

Note: See attached Matrix for detailed qualifications

Prepared By: Reviewed by: Endorsed by: Date/Time

HR Specialist Chief, Human Resource Specialist PSB Head

45
 Appendix 5

Biographical Note

Analiza V. Muñoz is currently appointed at the Office for Legal Affairs, Civil Service

Commission. A Doctor of Public Administration student at the National College of Public

Administration and Governance, University of the Philippines, finished AB Psychology, MA

in Public Administration and Bachelor of Laws where she awarded the Order of the Golden

Phoenix Hall of Fame Achievement Award. She also took 24 units-MS in Human Resource

Management at UST.

In her study “The Integrated Case Management System of the Office for Legal

Affairs, Civil Service Commission: An Assessment for System Enhancement,” she received

the 2019 Anthony Cheung Best Practice Award at the 2019 AAPA International Annual

Conference.

46